RELATIONSHIP BETWEEN EMPLOYEE PARTICIPATION IN DECISION MAKING AND WORK PERFORMANCE IN THE MANUFACTURING SECTOR
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RELATIONSHIP BETWEEN EMPLOYEE PARTICIPATION IN DECISION MAKING AND WORK PERFORMANCE IN THE MANUFACTURING SECTOR
Chapter one
INTRODUCTION
1.1 Background of the Study.
The manufacturing sector in Nigeria has been a focal point, but little is known about the impact of employee participation in decision making on business performance. The manufacturing sector in Nigeria has been a focal point, but little is known about the impact of employee participation in decision making on business performance.
The focus on manufacturing stems from the belief that the sector has the potential to be a modernization tool, a job creator, and a source of beneficial spillover effects (Tybout 2000).
Furthermore, development in manufacturing output has been a critical component in the successful transformation of most economies that have had sustained increases in per capita income (Soderbom and Teal, 2002). The emphasis should consequently be on manufacturing and the elements that may promote its expansion.
A high level of involvement (deep employee involvement in decision making) indicates that all types of employees participate in the planning process. In contrast, a low level of involvement (shallow employee involvement in decision making) reflects a very exclusive planning process (Barringer & Bleudorn, 1999), involving only senior management.
Deep employee involvement in decision making empowers frontline personnel to affect the planning process. These are the people who are closest to the client and can help new products and services gain recognition
which is an important part of the entrepreneurial process (Li et al., 2006). This means that employee participation in the planning process for prospective innovations may help to identify opportunities within the organisation (Kemelgor 2002; Zivkovic et al. 2009).
Participatory decision making occurs when employees are given the opportunity to voice their opinions on issues affecting them and their work in the organisation.
However, there are numerous examples of managers making unilateral decisions, especially when it comes to employee matters. This is because some managers viewed their personnel as capable of constructively contributing to decision making and hence should only get orders and directives from them.
In current management methods. These principles are no longer prevalent. People have realised that adequate participation of employees in management decisions is necessary since it affects both their welfare and performance.
Druoker (19990) supported this with the concept of management by objectives (MBO) as defined by Odiame in Crurun and Unamakalia – MBO is a process in which an organization’s superiors and subordinate managers jointly identify its common goals
define each individual’s major areas of responsibility in terms of the results expected of him or her, and use these measures as a guide for operating the unit and assessing the contribution of each of its members.
This study attempts to evaluate the relationship between employee engagement in decision making and its impact on productivity or performance in a selected commercial organisation.
1.2 Statement of the Problem
Employees who do not participate in organisational decision making may do poorly in their organisations.
Employees are demoralised when they do not participate in decision-making.
Employee non-participation leads to friction between management and staff, as well as indifference to organisational productivity-driven decision-making.
Its impact on their productivity or performance in a certain private organisation.
1.3 PURPOSE OF THE STUDY
The study’s primary goal is to investigate the link between employee participation in decision making and work performance in the manufacturing industry. However, specific objectives include:
To examine the amount of employee participation in the study organisation.
To determine how employees’ engagement in organisational decision-making affects performance.
To investigate the factors affecting workers’ engagement in decision making.
1.4 RESEARCH QUESTION.
How much do employees participate in the study organisation?
How does employee participation in organisational decision-making impact performance?
What factors influence worker participation in decision-making?
1.5 Research Hypothesis
Streamlined to the aforementioned objectives and research questions, the following null hypothesis has been created and will be subject to
A suitable empirical test.
Null Hypothesis 1.
Ho1: Workers have limited influence in workplace decision-making.
Null Hypothesis 11.
Ho1: Worker participation in decision-making does not pose a problem to the organisation.
Null Hypothesis 111.
Ho1: Employee participation has no bearing on job happiness.
Null Hypothesis 1v.
Ho1: Participation has no impact on staff performance.
Null Hypothesis v
Ho1: Employee performance has little effect on organisational growth.
1.6 Significance of the Study
The study’s relevance outlines the value of the research, the beneficiaries, and what, who, and how they will benefit. The findings will be used to inform future research, particularly in business administration and other relevant fields. It facilitates data collecting, which may lead to the achievement of specified goals.
The study also aims to contribute to the corpus of knowledge by emphasising various decision-making strategies that can improve organisational performance.
1.6 SCOPE OF THE STUDY
The purpose of this study is to investigate the relationship between employee engagement in decision making and job performance in the manufacturing sector, utilising Unilever Plc Lagos State as a case study.
1.8 Definition of Terms
The definition of several key terms in this study can help readers comprehend it better. This is in agreement with the phrase of a Greek philosopher who states that the beginning of each choice or argument resides in the explanation or definition of the relevant term. Aristotle In Iroegbu (2004).
Organisation:
A planned arrangement of persons to achieve a specific goal (Robbin and Coulter 2007).
Management:
Coordinating work tasks so that they can be accomplished efficiently and effectively in collaboration with and via others.
Employees:
Are organised individuals hired to work in an organisation. Davis (2002). An employee is someone engaged by an employer under a contract of employment to perform work on a regular basis.
Participation:
Is the act of participating in an activity or event. It is also a type of management in which the supervisor gives direction but decisions are determined by consensus (Eke 2008). Rensis Likert of the University of Michigan adopted participation as a management approach in 1961.
Employee Participation:
Is a type of delegation in which the subordinate gains more authority and freedom of choice in terms of bridging the communication gap between management and workers (Noah 2008). It also solicits employee feedback in the decision-making process.
Decision Making:
Is the process of selecting an alternative course of action from among available options in order to attain a specific goal.
Organisational Performance:
is the level of productivity that an organisation experiences while carrying out its functions and activities.
Effectiveness:
Is the achievement of a predefined aim. It also represents doing the right thing.
Productivity:
It is an organization’s ability to convert input into output at the lowest feasible cost (Ewulum and Unamaka, 2002). It is also the rate at which a corporation or worker creates goods
As well as the amount produced in relation to the time, effort, and money required to make them. As a result, it measures the work efficiency of a single work unit or an entire organisation.
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