THE RELATIONSHIP BETWEEN EMPLOYEE INVOLVEMENT IN DECISION-MAKING AND WORK PERFORMANCE IN THE MANUFACTURING SECTOR (A CASE STUDY OF UNILEVER PLC LAGOS STATE)
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ABSTRACT
This study will evaluate the association between employee participation in decision making and manufacturing sector work performance (a case study of Unilever Plc Lagos State). The specific purpose of the study is to determine the level of employee participation in the organization under investigation. Examine the effect of employee engagement on organizational performance and emphasize some of the factors that influence worker participation in decision-making. To aid in the development of the study, research questions and hypotheses were developed. The two major data sources were utilized, but the questionnaire was the most common instrument. The study consisted primarily of a survey. Using the Taro Yamane formula, a sample size of 150 was determined from a study population of 240. The acquired data was evaluated using tables and percentages, and the hypotheses were examined using the chi-square statistical tool. Among the findings is the correlation between employee engagement in decision making and a sense of belonging, as well as cooperation and unity in organizational productivity. Participation of employees in decision-making has a beneficial effect on their morale and increases the organization’s productive efficiency. Education level ensures workers’ participation in the decision-making process. On the basis of these findings, the following recommendations have been made: the degree of education allows workers to participate and also fosters cooperation, unity, and increases their morale and job performance effectiveness. The firm should devise or establish a more conducive atmosphere in which employees can participate in the making of delicate decisions, such as conferences, seminars, and workshops.
CHAPTER ONE
INTRODUCTION
1.1 Background OF the Study
The manufacturing sector in Nigeria has been a key subsector, but little is likely known about the impact of employee participation in decision making on the performance of manufacturing enterprises. The manufacturing sector in Nigeria has been a key subsector, but little is likely known about the impact of employee participation in decision making on the performance of manufacturing enterprises. The heightened focus on manufacturing stems from the belief that the industry is a potential modernization tool, job creator, and source of good spillover effects (Tybout, 2000). In addition, the increase in manufacturing output has been a crucial factor in the successful transformation of the majority of countries that have experienced continuous increases in their per capita income (Soderbom and Teal, 2002). Therefore, emphasis should be placed on manufacturing and the variables that can support its expansion.
A high degree of involvement (intense employee participation in decision making) indicates that all employee types are included in the planning process. In contrast, a low degree of involvement (shallow employee participation in decision making) reflects a rather exclusive planning process (Barringer & Bleudorn, 1999) in which only top management is involved. A high level of employee participation in decision-making permits frontline personnel to affect the planning process. These are the individuals who are closest to the client and who can facilitate the recognition of new products and services, a crucial aspect of the entrepreneurial process (Li et al., 2006). This implies that employee participation in the innovation planning process may facilitate opportunity recognition throughout the organization (Kemelgor, 2002; Zivkovic et al., 2009).
Participatory decision making is when employees are permitted to express their views on subjects that pertain to them and their work.
However, there are numerous examples of supervisors making unilateral decisions in employee-related matters. This is because some managers believed that their staff were incapable of positively contributing to the decision-making process and, as a result, should only accept orders and directives from them.
In contemporary management techniques. This philosophy is no longer prevalent. People have come to realize that employees must be adequately represented in certain management decisions that affect their welfare and performance. Druoker (1999) supported this with the concept of management by objective (MBO) as defined by Odiame in Crurun and Unamakalia – MBO is a process by which superiors and subordinate managers of an organization 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 evaluating the contribution of each of its members.
In light of this, the purpose of this study is to examine the connection between employee engagement in decision-making and its effect on their productivity or performance in a selected private firm.
1.2 STATEMENT OF THE PROBLEM
A lack of employee participation in organizational decision making may result in poor organizational performance.
Employees’ lack of engagement in decision-making is demoralizing.
Non-participation by employees results in friction between management and employees, as well as indifference to organizational productivity decisions.
its effect on their performance or productivity in a particular private organization.
1.3 OBJECTIVE OF THE STUDY
The primary purpose of this study is to investigate the connection between employee participation in decision making and work performance in the manufacturing industry. However, specific objectives include the following:
To determine the amount of employee involvement in the study organization
To investigate how employee participation in corporate decision making impacts employee performance
To investigate the factors that influence worker engagement in decision-making.
1.4 RESEARCH QUESTION
How much do employees participate in the organization under study?
How does the participation of employees in organizational decision making impact performance?
What factors influence employee participation in decision making?
1.5 RESEARCH HYPOTHESES
In accordance with the stated objectives and research questions, the following null hypotheses have been developed and will be tested:
adequate empirical test.
First Null Hypothesis
Ho1: Worker participation in the decision-making process at their workplaces is minimal.
11th Null Hypothesis
Employee participation in the decision-making process poses no organizational challenges.
111. Null Hypothesis
Participation by employees has no effect on job happiness.
Negative Hypothesis 1v
Participation has no effect on the performance of employees.
False Hypothesis
Employee performance has little effect on the expansion of a firm.
1.6 SIGNIFICANCE OF THE STUDY
The relevance of the study outlines the research’s benefits, its beneficiaries, and what, who, and how they would benefit. The study will serve as a resource for future research, particularly in business administration and related fields. It facilitates data collection that may lead to the attainment of specified objectives.
The study also aims to contribute to the corpus of knowledge by identifying various decision-making strategies that can enhance organizational performance.
1.7 SCOPE OF THE STUDY
This study examines the connection between employee engagement in decision-making and work performance in the industrial sector, utilizing Unilever Plc Lagos State as a case study.
1.8 DEFINITION OF TERMS
The definition of a few pertinent terms in this study will facilitate comprehension. According to a quotation from a Greek philosopher, the starting point of each judgment or argument is the clarification or definition of the pertinent phrase. Aristotle In Iroegbu (2004)
Organization:
Is the arranging of individuals to achieve a specific objective (Robbin and Coulter 2007).
Management:
Coordinating work operations so that they are accomplished efficiently and effectively with and through the participation of others.
Employees:
Are employed as organized individuals in an organization. (Davis 2001). An employee is an individual engaged by an employer under a contract of employment to undertake regular work.
Participation:
Participation is the act of engaging in an activity or event. It is also a management style in which the supervisor provides direction but decisions are reached by consensus (Eke 2008) In 1961, Rensis Likert of the University of Michigan introduced participation as a management strategy.
Employees participation:
Is a unique form of delegation in which the subordinate gains greater power and greater freedom of choice with regard to bridging the communication gap between management and workers (Noah, 2008). It also solicits the opinion of employees in the decision-making process.
Decision making:
Selection of the alternative course of action among accessible alternatives in order to achieve a predetermined target.
Organizational performance:
is the level of efficiency with which an organization performs its roles and tasks.
Effectiveness:
Is the achievement of a predefined objective. It also discourages doing the proper thing.
Productivity:
It is the capacity of an organization to convert inputs into outputs at the lowest possible cost (Ewulum and Unamaka 2002). It is also the rate at which a corporation or worker creates goods, as well as the quantity produced in relation to the time, effort, and money required to make them. Therefore, it is a measurement of the work efficiency of a single work unit or the complete organization.
THE RELATIONSHIP BETWEEN EMPLOYEE INVOLVEMENT IN DECISION-MAKING AND WORK PERFORMANCE IN THE MANUFACTURING SECTOR (A CASE STUDY OF UNILEVER PLC LAGOS STATE)
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