RELEVANCE OF EMPLOYEE PARTICIPATION IN DECISION MAKING IN ORGANIZATIONS
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RELEVANCE OF EMPLOYEE PARTICIPATION IN DECISION MAKING IN ORGANIZATIONS
Chapter one
INTRODUCTION
Background to the Study
Decision making is one of the most important aspects of management. It has been the primary concern of all international organisations, from small businesses to multinational enterprises.
Managers sometimes regard decision making to be the most important aspect 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 within the organisation. This has resulted in supervisors making natural judgements that influence their subordinates.
In Germany, a law was passed in 1951 that allows for code termination and requires labour membership on the supervisory board and executive committees of some large corporations. However, participation in labor-management relations.
In addition, Japanese management makes sensible decisions by consensus, with lower-level employees initiating the top executive’s Naches desk. If the proposal is approved, it is sent back to the initiator for implementation.
First and foremost, a decision is a choice in which a person comes to a conclusion regarding a circumstance. Zalkind (1963, p. 334) defined decision making as the process of selecting one option from a list of alternatives.
However, according to Costello et al. (1963, p.387), election theory defines decision as the process of selecting a single choice between courses of action at a given time. This illustrates a series of actions 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 based on organisational strategy and objectives, policies, and processes, and it channels human activity towards a future purpose.
1.2 Statement of Problem
An employee is a valuable member of the workforce whose physical and ideological contributions cannot be overlooked. In most cases, employees are not actively engaged in making decisions in an organisation and are instead reduced to being simple executors of decisions made by the organization’s senior management officials.
Most employees have a sophisticated reservoir of ideas that management has left untapped, therefore in some cases, employees are scared to contribute owing to a fear of being sanctioned by their employers for disrespect and breaking command line norms in the workplace.
In Nigeria, most commentators on the topic of employee participation in decision making stated that employees in these lower strata or ranks lack the necessary abilities or ideas to contribute to decision making.
Some argue, however, that they are qualified persons who can participate to decision making, thereby enhancing productivity. Based on the foregoing, we can conclude that there is a problem that must be explored and resolved.
1.3 Aims of the Study
The overall goal of this empirical study is to analyse the importance of employee engagement in managerial decision making. Champion Breweries is a public-sector organisation in Nigeria. However, the study does have the following precise purpose:
Determine the influence of employee engagement or non-participation in management decisions on organisational productivity.
Determine how employees’ behaviour might be channelled to achieve future organisational goals.
To determine the level of employee participation in decision-making.
To evaluate the influence of employee involvement on managerial decision-making.
To provide a recommendation based on research findings.
To determine whether employers make decisions based on employee opinions.
1.4 Research Questions.
To effectively carry out this research, the following questions are posed:
Does management make decisions without first discussing and consulting with employees?
When employees reject a choice, does management reconsider?
To what extent do employees influence decision-making?
How often do employees meet for discussions without the presence of their managers?
1.5 Research Hypotheses.
The researcher develops the following hypothesis based on the aims and problems of this study project.
H1: Management personnel do not make decisions without prior discussion and consultation with employees.
Ha: Management personnel makes decisions without prior debate and consultation with employees.
H2: An organization’s decision-making process lacks adequate employee participation.
Ha: There is sufficient employee participation in an organisation before choices are made.
H3: There is no efficient communication of decisions between employees and managers in an organisation.
Ha: Decisions are effectively communicated between employees and managers in an organisation.
H4: Employees do not participate in decision-making for high productivity.
Ha: Employees are not involved in decision-making to achieve high productivity.
1.6 Significance of the Study
Managers and employees at Champion Breweries will find this information useful. It would also benefit other Nigerian public-sector organisations, as well as the government, academics, and future studies on the challenges of employee participation in managerial decision making.
This empirical study is particularly relevant to researchers because it is a partial requirement for obtaining a higher national diploma in business administration and management.
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