Employees Involvement and Its Impact on Organizational Effectiveness (Case Study of Study of Electricity Company of Ghana Limited)
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To examine the effect of employee involvement on organizational effectiveness
- To find out ways/methods of introducing effective employee involvement programme in an organization
- To ascertain the relationship between employee’s involvement and organizational effectiveness
CHAPTER TWO
REVIEW OF RELATED LITERATURE
THE CONCEPT OF EMPLOYEE INVOLVEMENT
Employee involvement is a process of participation and empowerment of employees in order to use their input towards achieving higher individual and organizational performance. Involvement refers to the employee participation in decision making and problem solving, and increased autonomy in work processes. As a result, employees are expected to be more motivated, more committed, more productive and more satisfied with their work. Basic dimensions of involvement are: employee participation (as individuals or in teams), empowerment and self-managed teams. Employee participation is a management initiative and, as a concept means that the employees are given the opportunity to discuss issues relating to their work, to influence managerial decisions, but management reserves the right to govern. The idea of empowering employees means abandoning command-control system and mechanistic structure. In order to achieve results, modern managers and leaders need to act as facilitators rather than controllers of the work processes. As a socio-technical approach to technological processes and production methods, empowerment is seen as a peak in the employee involvement, social participation and social integration in the organizational system. Although often equated with the delegation, employee empowerment goes further strengthening the granting authority to those most qualified. Generally explained as allowing employees greater freedom, autonomy and selfcontrol over their work, empowerment also means responsibility for decision-making. The key question is who has the power. In any organization, power relations are crucial in determining the way in which managers and subordinates work together (1). The power is embedded in social relations and can be switched from one side to the other depending on which is the most appropriate person to hold power. The autonomy of the work can refer to an individual employee or the team as a whole. Usually, teams have autonomy in managing tasks, although management decides which tasks to assign. Autonomy can be given to an employee who has expertise and best information. From the perspective of the employer, granting autonomy to the team or to the individual has meaning only if the group or individual have identical interests with those of the employer. Teamwork is considered as an effective way to reduce the organizational hierarchy and increase the employee involvement.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to employee’s involvement and its impact on organizational effectiveness
Sources of data collection
Data were collected from two main sources namely:
Primary source and Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain employee’s involvement and its impact on organizational effectiveness. 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 the challenges of employee’s involvement and its impact on organizational effectiveness
Summary
This study was on employee’s involvement and its impact on organizational effectiveness. Three objectives were raised which included: To examine the effect of employee involvement on organizational effectiveness, to find out ways/methods of introducing effective employee involvement programme in an organization, to ascertain the relationship between employee’s involvement and organizational effectiveness. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Electricity Company of Ghana limited. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made HRMs, engineers, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
This concludes that there is a strong, positive and significant relationship between employee involvement and job performance. Based on the results form data analysis, it can be derived that granting employees’ freedom to participate in decisions that affect their work life enhances job performance, job satisfaction, increases efficiency and boosts job employer-employee relationship which results in achievement of organisational goals. Employee involvement however, may not be effective if not aligned to the overall organisation strategy and it thus can be concluded that there is evidence to support that employee involvement has a direct effect on job performance
Recommendation
There is strong need for manager to make the goal-setting process all inclusive and participatory as well as give employees opportunities to suggest improvements in the processes of activities where necessary. Management team where possible should also encourage information sharing of ideas and knowledge between managerial and non-managerial employees as this enhances trust and commitment to the organization. The study also recommends that the teams should be given necessary information and autonomy to enable them to carry out their function well and be encouraged to express their feelings and concerns.
References
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