EFFECT OF EMPLOYEE PARTICIPATION IN DECISION MAKING ON PRODUCTIVITY
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EFFECT OF EMPLOYEE PARTICIPATION IN DECISION MAKING ON PRODUCTIVITY
Chapter one
INTRODUCTION
1.1 Background of the Study
It should be noted that a decision is a choice in which a person comes to a conclusion regarding a circumstance. Costello and Zalkind (1963:334) defined decision making as a process of selecting one option from a list of alternatives.
However, Costello et al. (1963: 387) define decision making as the process of making a single choice amongst courses of action at a given point in time, which represents a course of behaviour regarding what must be done or vice versa.
However, decision is the point at which plans, strategies, and objectives become tangible acts. Planning generates decisions that are directed by company policies and objectives, procedures, and programmes. The goal of decision making is to direct human behaviour towards a desired outcome.
However, decision-making is one of the most important aspects of management. It has been the focus of all management in a wide range of organisations, from tiny businesses to big organisations.
A decision in an organisation is the process of taking action by an official person or entity to approve, amend, or reject a chosen position on an issue or group of issues.
This could include the passage of legislation or the issuance of an executive order in an organisation. This process encompasses the art of making day-to-day decisions that are used to govern an organisation.
For a decision to be considered effective, there must be competing options. Before any meaningful decisions are made, some proposals will be rejected, some accepted, and yet others revised.
The differences will be narrowed; bargains will be reached until, in certain cases, the decision will be merely a formality. In other words, the question will be debatable until the votes are tabulated or a decision is given.
Managers frequently consider decision making to be the heart of their job since they must always decide what has to be done, who will do it, when, where, and, most importantly, how it will be done.
Traditionally, managers have influenced regular employees, particularly their immediate subordinates in the organisation. This has led to managers making abnormal decisions, even in areas affecting their subordinates.
In Germany, a law was passed in 1951 that allows for code termination and demands labour membership on the supervisory board and executive committees of some large corporations. However, labour engagement in decision making resulted in rather calm labour-management relations.
Furthermore, Japanese management employs consensus decision making, in which lower-level personnel initiate ideas and submit them to the next higher-level unit until they reach the top executive’s desk. If the proposal is approved, it is sent back to the initiator for implementation.
In this context, the researcher intends to evaluate the impact of employee engagement in decision making on organisational efficiency in Nigerian public sector organisations, using Nigeria Bottling Company’s Imo State Branch as a case study.
1.2 Statement of the Problem.
There has been much debate regarding whether an employee should participate in decision making or not. Some writers claimed that employees should be more involved in decision-making, particularly when it affects them or their jobs. Such participation is planned to serve as a training and testing ground for future upper-level management members.
In Nigeria, specialists who contested the aforementioned assertion regard the arrangement as an indication of mal-organization. They asserted that qualified, reasonable, honest, and business-oriented individuals are not accessible at these lower organisational levels. But the big question is: are qualified personnel truly available? All of this supports the need for an inquiry research.
1.3 Objective/Purpose of the Study
The overall goal of this empirical study is to evaluate the impact of employee participation in decision making on productivity in Nigerian public sector organisations, namely the Nigeria Bottling Company Imo State Branch.
The specific objectives are:-
To evaluate the influence of employee participation in managerial decision-making at Nigeria Bottling Company Imo State Branch.
To determine the influence of employee engagement or nonparticipation in management decisions on organisational productivity.
Make recommendations based on research findings.
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