ABSTRACT
This research
work tends to examine the effect of employees participation in decision making
on organisation performance with special reference to Nigeria Bag Manufacturing
Plc. Survey design was employed and simple random sampling technique was used in selection from
the population. Primary means was data collection adopted with the use of a
well structured questionnaire.
One hundred
questionnaires were administered to staff of Nigeria Bag manufacturing Plc. The
data collected were presented on tables in percentile. Two hypotheses was
formulated and tested with the used of Chi square analysis. The result of the
analysis shows that there is significance correlation between employee’s
participation in decision making and organization performance. And that there is significance
relationship that exists between employees working experience and level of
participation in decision making.
TABLE OF CONTENTS
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Purpose of the Study
1.4 Research Questions
1.5 Statement
of Hypothesis
1.6 Significance
of the Study
1.7 Scope of Study
1.8 Definition of Terms
CHAPTER TWO
LITERATURE REVIEW
2.1 Theoretical Background
2.2 The
Nigerian Experience
2.3 Concept
of Decision Making
2.4 Effect of Workers
Participation in Decision Making
2.5 Employee Participation and
Family-Friendly Working
2.6 Policy Implications
2.7 Attitude Change
2.8 Combining Participation Measures
2.9 Summary of Literature
CHAPTER
THREE
RESEARCH
METHODOLOGY
3.0 Introduction
3.1 Sources of Data
3.2 Re-Instatement of Research Questions
3.3
Re-Instatement
of Hypotheses
3.4 Limitation of the Study
3.5 Research Instrument
3.6 Method of Data Analysis
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Introduction
4.2 Demographic
Data of Respondent
4.3: Analysis of Individual Research Statements
4.4 Testing of Hypotheses
4.5 Summary of Findings
CHAPTER
FIVE
SUMMARY,
RECOMMENDATION AND CONCLUSION
5.1 Introduction
5.2 Summary
5.3 Conclusion
5.4 Recommendations
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
Economic
changes in recent decades have required employers to seek more efficient and
flexible means of production. Deregulation and privatization have also
significantly altered the Nigeria’s
industrial relations climate, with a decline in trade unions' influence and
membership. Mirroring this has been the growth in ‘new' forms of work-related
participation by employees, under the banner of human resource management and
associated programmes and strategies for partnership and high commitment
(Abdel, 2003).
Governments
must balance the needs of a competitive economy with the welfare of their
citizens. A change in political climate has seen social partnership currently
being promoted by all interested parties. Reflecting this change, the inclusion
of trade unions in government consultation exercises is significant. (Schuler,
2005)
Employee
participation in decision-making has attracted a great deal of interest among
management writers, researchers, and more encouragingly, managers in
organizations as well. It is generally believed to be instrumental in
increasing productivity, as the Japanese has shown, through creating satisfied
and motivated employees. Thus in recent years, many participative programmes
were introduced in organizations. Among them are quality circles, total quality
management, work councils, works teams, and so on (Abdel, 2003).
Employee
participation in decision-making has been defined in various ways. Some writers
associate it with terms such as influence, involvement, decision-making, and
control. Participation can also include
indirect forms such as through employee representatives like trade unions and
so forth as against the direct form where employees are involved in the
decision-making process directly. However, most writers tend to be concerned
with the direct form of participation rather than the indirect form.
Participation
here is as the degree to which employees perceive they have involvement and/or
influence in the decision-making process in their organizations that might have
impacts on their jobs, whether such impacts may be direct or indirect. Such
decisions may include goal setting, evaluating alternatives which lead to
making the final choice, solving problems, "organizational
development" and other similar kinds of decisions in an organization,
(Schuler, 2005).
The
relationships between employee participation and performance as well as with
job satisfaction have been fairly well researched in developed countries.
Generally,
these studies have indicated that employee participation is positively related
to employee performance and job satisfaction. However, one question that arises
concerns the generalization of these findings across cultures.
If employee
participation were to benefit organizations, then what factors could be
considered by management personnel to be implemented successfully in their
organizations? In addressing this issue, most studies in the past have examined
the effects of individual characteristics on participation. However, the effect of organizational
variables on employee participation has not been thoroughly researched
(Schuler, 2005).
Similarly,
the effect of employees' motivation to participate in the decision-making
process in their organizations has also not been thoroughly researched.
Against this
background, the three main rationales for introducing employee participation
are based upon different economic, social and political assumptions:
i. Economic – changes in employees'
attitudes and behaviour are achieved through financial participation, by
offering employees a stake in the firm. Employees' association with management
values and goals is thereby increased, and they are more motivated and
committed to achieving those goals.
ii. Social – by catering for employees'
social needs, through improved job security and satisfaction and quality of
working life, higher performance is achieved. Alternatively, satisfying social
needs can be treated as an end in itself.
In attempting
to explain participation performance and participation-satisfaction
relationships the objective of this study will be examined.
1.2 STATEMENT
OF THE PROBLEM
The
relationships between employee participation and performance as well as with
job satisfaction have been fairly well researched in developed countries.
Generally,
these studies have indicated that employee participation is positively related
to employee performance and job satisfaction. However, one question that arises
concerns the generality of these findings across organizational cultures.
Furthermore,
most of these studies were carried out in profit making organizations. Would
similar findings also apply to employees in non-profit making settings such as
a training organization?
If employee
participation were to benefit organizations, then what factors could be
considered by management personnel to be implemented successfully in their
organizations? In addressing this issue, most studies in the past have examined
the effects of individual characteristics on participation. However, the effect of organizational
performance on employee decision participation has not been thoroughly
researched (Schuler, 2005).
Similarly,
the effect of employees' motivation to participate in the decision-making
process in their organizations has also not been thoroughly researched.
1.3 PURPOSE
OF THE STUDY
The overall
aim of the objective of this study is to examine the nature of relationships
between selected independent variables with employee participation in
decision-making and how it affects organizations performance. The study was conducted to determine the
effect to which employee participation is related to organization performance
and job satisfaction using Bagco Super Sack as a study. The study shall aim at
the following: Other objectives include to:
i. determine
if higher the level of employee
participation in decision-making the higher would be the organization
performance, job satisfaction and job performance
ii. examine whether the more years of working
experience (holding current job, serving in current organization, and total
working experience) the higher would be the level of participation.
iii. determine if the higher the job ability or
task competency the higher would be the level of employee participation in decision-making.
iv. Determine Employees who possess
progressive and dynamic personality traits show higher levels of need for
achievement, need for independence, and need for power; but a lesser degree of
authoritarianism tend to have a higher level of participation in
decision-making.
v. Determine if the greater the motivation to
participate, the greater would be the level of participation.
vi. To determine if the more conducive the work
environment (greater superior supportiveness, superior's lesser degree of
authoritarianism, positive task attributes, work pressure, and pace of change)
the higher would be the level of employee participation in decision-making.
1.4 RESEARCH
QUESTIONS
i. The higher the level of employee
participation in decision-making the higher would be the organization
performance and job satisfaction.
ii. The more years of working experience
(holding current job, serving in current organization, and total working
experience) the higher would be the level of participation.
iii. The higher the job ability or task
competency the higher would be the level of employee participation in
decision-making.
iv. Employees who possess progressive and
dynamic personality traits show higher levels of need for achievement, need for
independence, and need for power; but a lesser degree of authoritarianism tend
to have a higher level of participation in decision-making.
v. The greater the motivation to
participate, the greater would be the level of participation and organization.
vi. The more conducive the work environment
(greater superior supportiveness, superior's lesser degree of authoritarianism,
positive task attributes, work pressure, and pace of change) the higher would
be the level of employee participation in decision-making.
vii. Are
there policies lay down by BAGCO Sack Management for lower and middle staff
participation in decision making?
1.5 STATEMENT
OF HYPOTHESIS
In order to
find some answers to the research questions posed above, a study was conducted
among staffs in (BAGCO), and the relevant hypotheses selected for testing
included the following:
Hypothesis 1
H0: That there is no significant correlation
between employee’s participation and organization performance.
H1: That there is significance correlation
between employee’s participation in decision making and organization
performance.
Hypothesis 2
Ho: there is no significance relationship that
exist between employees working
experience and level of participation in decision making.
Hi: there is significance relationship that
exists between employees working experience and level of participation in
decision making.
1.6 SIGNIFICANCE OF THE STUDY
The relevance
of this study is aimed at showing the importance of employee participation if
properly enhanced, certain critical factors will be present in an organization.
i. These include supportive superiors who
are less authoritarian in their management approach.
ii. Employees would be independence and
perceive that they face a moderate amount of work pressure.
iii. Individuals with high need for
independence, achievement, and job abilities are likely to perform better in
their jobs.
iv. On outcomes from participation, trainers
were found to place greater importance on intrinsic than extrinsic outcomes
The study
will also be useful to scholars in the field of social science, management and
other related field as secondary source.
1.7 SCOPE OF STUDY
The scope of
this study will be limited to the personnel of the organization of study
(BAGCO). However, only the middle and lower category staff will be given the
questionnaire. (Category A: Middle staff), and the lower officers (Category B:
Lower Staffs) the research work will focus mainly on the employees participation
in decision making. The study shall be conducted at the Lagos office of Bag Manufacturing Company
Nigeria Plc, for the sampling of opinions on the subject.
1.8 DEFINITION OF TERMS
Employees: Personnel
who are paid to work
Decision: The ability to choose or decide about things in a
clear and definite way without too much hesitation or delay.
Participation: To take part in an event or activity.
Decision Making: The process of making choices or reaching conclusions,
especially on important political or business matters, deciding on important matters.
Organization performance: a group of people identified by a shared interest or
purpose to develop and enhance the growth of their company.
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