IMPACT OF WORKERS’ PARTICIPATION IN MANAGEMENT DECISIONS ON WORKERS’ WORK ATTITUDE
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
IMPACT OF WORKERS’ PARTICIPATION IN MANAGEMENT DECISIONS ON WORKERS’ WORK ATTITUDE
Chapter one
INTRODUCTION
1.1 Background for the Study
Human resources are the lifeblood of any business since they make a significant contribution to the efficient use of all other resources (Fagbohungbe and Longe 2009).
In fact, all other organisational resources are likely to be worthless, useless, and meaningless without the crucial contributions of the workers who guide all efforts and resources in the appropriate direction for the organization’s benefit.
According to Kuye (2008), the execution of organisational policies suffers significant setbacks in organisations where workers are not involved in decision making.
Adeoye (2012) believes that an organisation that fully overlooks employee participation in decision-making processes is likely to be separated from its purpose and vision statements since two heads are always better than one.
Of course, worker participation in management decision making is required if the organisation expects creative and constructive ideas/thinking from its employees (Banjoko 2006).
According to Adeoye (2012), the organization’s good intentions will most likely lead to unfathomable failure since workers prefer to resist management policies when they are not allowed to contribute their quota to management decision-making.
Again, if workers on whom these decisions may have an influence are not allowed to participate in management decision-making processes, management is more prone to make hasty or rigid conclusions (Fagbohungbe and Longe, 2009).
Diversity gives a wide range of knowledge, abilities, approaches, and perspectives that can add value to a choice (Fajana 2006). Of course, organisational growth, employee motivation, worker dedication, and worker loyalty are some of the aims of every organisation; nevertheless, if the organisation overlooks the workforce while making decisions
it will be a long way from achieving all of these goals. Workers should be allowed to participate in management choices so that they are not left in the dark about issues that will affect their path, destiny, and destination (Adebakin, et al 2012).
Of course, the prosperity, success, and peace that any organisation experiences as a result of employee participation in management decisions are unfathomable since the organisation stands together (Adebakin et al 2012).
It is true that every organisation wishes that every worker be glued to the organization’s aspirations and contribute meaningfully to the realisation of the organization’s objectives; however,
it is an undeniable fact that only organisations that allow workers to participate in management decisions will enjoy continuous commitment from these workers (Obisi, 2010).
It is true that management and workers in an organisation will regularly engage in industrial conflict, and the bad side of nearly everything within the organisation is that employees’ engagement in management choices is not encouraged.
1.2 Statement of Problem
Employees in a centralised organisation are not permitted to participate in decision-making. This is because it is assumed that they lack competence and would so make insignificant contributions to organisational decisions.
There has been much debate over whether or not employees should participate in managerial decision-making. Some writers claimed that employees should be more involved in decision-making, particularly when it affects them or their jobs.
Other people believe that employees should be treated as human beings with social and economic needs, and that they should be allowed to participate in managerial decision making because such participation will serve as a training and testing ground for future upper management members.
It is concerning that, despite the benefits of employee participation in management decisions, some organisations vehemently oppose employee participation in management decisions, believing that the calibre of the persons at the managerial levels in the organisation who direct the affairs of the organisation are embodiments of knowledge, but they fail to recognise that human knowledge has limitations.
Other viewpoints consider the workforce as a machine that should only be paid for services given and not be allowed to interfere with management choices because it is the only responsibility of the organization’s management to think for the workers rather than the other way around. What an illusion!
This study will thus investigate the impact of employee participation on organisational productivity while also providing answers and recommendations to the concerns discovered.
1.3 Aim and Objectives of the Study
The purpose of this study is to investigate the impact of workers’ participation in management decisions on workers’ work attitudes, with specific objectives to:
i. Discuss the crucial relationship between democratic work environments and worker commitment.
ii. Determine whether there is a substantial association between good labour-management relations and worker motivation.
iii. Investigate the substantial relationship between workers’ job involvement and worker performance.
iii. Assess the crucial relationship between collective responsibility and organisational harmony.
1.4 Relevant research questions
i. Is there a strong relationship between democratic work settings and worker commitment?
ii. Is there a meaningful relationship between positive labor-management relations and worker motivation?
iii. Is there a strong relationship between worker involvement and performance?
Is there a strong relationship between collective responsibility and organisational harmony?
1.5 Relevant Research Hypotheses.
Hypothesis I
Ho: No substantial association exists between democratic work environments and worker commitment.
Hypothesis II.
Ho: There is no substantial association between positive labour-management relations and worker motivation.
Hypothesis III.
Ho: There is no significant association between employees’ work participation and their performance.
Hypothesis IV
Ho: No substantial association exists between collective responsibility and organisational harmony.
1.6 Significance of the Study
The explanation of problems and aims above demonstrates the importance of this study.
1. The study would educate management of the organisation on the importance of employee participation in management decision making.
2. The study will look at the relationship between employee participation and organisational harmony.
3. The study will also look at how employee participation affects labour-management relations.
1.7 Scope of Study
A clear scope is the hallmark of good research. This study will look at the impact of workers’ participation in management decisions on their work attitude, the variables that require workers’ engagement in management, and the conditions for workers’ participation in management decisions at UBA Plc in Lagos.
1.8 Definition of Terms.
Management is the activity of planning, organising, coordinating, and regulating both human and material resources to achieve specific goals.
Motivation is the catalyst that drives employees to go above and beyond in order to improve their performance.
Productivity is the quantity of production per unit of input (labour, equipment, and capital).
Employee: A person who works part-time or full-time under an employment contract, whether oral or written, expressed or implied, and has certain rights and responsibilities.
Decision: The choice taken from among various choices.
Decision making is the process of choosing between alternative courses of action.
Employee participation: This entails creating an atmosphere in which people may influence choices and actions that affect their jobs inside the organisation.
Need help with a related project topic or New topic? Send Us Your Topic