Employee Participation in Decision Making and Organizational Commitment
CHAPTER ONE
Objective of the study
The primary objective of this research is to systematically investigate the relationship between employee participation in decision-making processes and organizational commitment. The study aims to achieve the following specific objectives:
- To assess and identify the optimal levels of employee participation in decision-making that are associated with the highest levels of organizational commitment.
- To investigate how contextual factors, including organizational culture, industry type, and size, influence the impact of employee participation on organizational commitment.
- To examine the role of communication strategies in facilitating effective employee participation in decision-making.
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
THE CONCEPT OF EMPLOYEE PARTICIPATION
Decision making permeates all aspects of the management process. To every manager therefore, notwithstanding his/her level in the organization, the importance of decision making can never be over emphasized. So also is the need for participation of employees in such managerial decision. Employee participation may be thought of as the growing and receiving of information, advice and suggestions and the sharing of experience among members of an organization. In management, it particularly applies to allowing employees to have a voice in shaping directly or indirectly what affects them. It therefore can be seen as a sharing process among managers and employees. However, in the process of sharing, employees must be able to display an upward exertion of control over management decisions. According to Guest and Fat Chart (1974), the situation where there is to be sharing of decision making may be no more than a means whereby management controls the situations. The workforce (employees) is allowed to „say” as long as what they say has an agreement. When they disagree with management, then they are taken away. Employees‟ exertion of control should in a way lead to management‟s alteration or abandonment of proposed plans that affect the employees. 24 Participation of employees in managerial decision making is not applicable to all organization. Varying leadership style is characterized by the centralization of the decision making process on the manager himself. Being an autocratic leader, the manager is seen as one who commands and expects compliance. The dominant force involved is power. However, since the managers view authority as the only means of getting this done, performance of employees as expected is always minimal. Participation should not be thought of as a single process or activity but rather as a whole range of processes and activities. Tannaebaum and Schimidt (1974) described it as a continuum of process ranging from the autocratic leadership style as also described as free rein management because of its very little control on influence over group members. It is seen that between direct and indirect participation. These are the benevolent autocracy, consultative management, participation committee and democratic management. Mc Greg (1960) described benevolent autocracy when he said: “A group of managers view participation as a useful item in their herd of managerial tricks. It is for them a manipulative device for getting people to do what they want, under condition which include the participations, into thinking they have had a voice in decision-making, the idea is to handle them skillfully that they came up with the answer which the manager had in the first place, but believing it was their own”. In the participative/democratic, managers possess the decision-making itself to his group with himself as a member. However, before doing so, he defines the boundaries within which the decision must be made. It is assumed that growing or sharing of information is an essential step in the process of participation and one of the first in moving toward a more complete participation.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain a critical employee participation in decision making and organizational commitment(a case study of i.m.t). In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing an employee participation in decision making and organizational commitment
Summary
This study was on a employee participation in decision making and organizational commitment. Three objectives were raised which included: To assess and identify the optimal levels of employee participation in decision-making that are associated with the highest levels of organizational commitment, to investigate how contextual factors, including organizational culture, industry type, and size, influence the impact of employee participation on organizational commitment and to examine the role of communication strategies in facilitating effective employee participation in decision-making. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected staff of IMF. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
In conclusion, the findings of this study offer practical implications for I.M.T and other organizations seeking to enhance organizational commitment through employee participation. By understanding the nuances of this relationship, I.M.T can refine its management practices, communication strategies, and decision-making processes to create a workplace that fosters commitment, engagement, and a sense of shared purpose among its employees. This case study contributes to the ongoing dialogue on effective organizational management and serves as a foundation for further research in the field.
Recommendation
- Management and employees should explore options together; be open to the ideas that a third position exists and that they can get to the idea jointly through employee involvement on decision making.
- Management must make it a part of its standard policy to ensure all employees opinions, suggestions, view are subjected to their merit and accepted where applicable after employees‟ consultation.
- Employees should be allowed to make contribution in policy development as they play a major role in policy implementation and this among others will increase organizational productivity through employee delegation.
References
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