Employee Participation In Decision Making And Its Impact On
Productivity (A Case Study Of Anammco)
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TABLE OF CONTENTS
Title page
Approval page
Dedication
Acknowledgement
Abstract
Table of contents
List of tables
CHAPTER ONE
1.0
Introduction
1.1
Background of the study
1.2
Statement of problem
1.3
Purpose of the study
1.4
Scope of the study
1.5
Research question
1.6
Research hypothesis.
2
1.7
Significance of study
1.8
Limitation of the study
1.9
Definition of terms
References
CHAPTER TWO
2.0
review of related literature
2.1
The concept of participation
2.2
Factors that influence participation
2.3
prerequisities for participation
2.4
Forms of employee participation
2.5
Different needs for participation
2.6
Views expressed concerning participation
2.7
Constraints to participation
2.8
Arguments for participation.
2.9
Arguments against participation
References
3
CHAPTER THREE
3.0
Research design and methodology
3.1
research design
3.2
Area of the study
3.3
Population of the study
3.4
Sample and sampling procedure
3.5
Instrument for data collection
3.6
Validation of the instrument
3.7
Reliability of the instrument
3.8
Method of data collection
3.9
Method of data analysis
References
CHAPTER FOUR
4.0
Data presentation and analysis
4.1
Presentation and analysis of data.
4.2
Testing of hypothesis
4.3
Summary of results
4
References
CHAPTER FIVE
5.0
Discussion, recommendation and conclusion
5.1
Discussion of results/findings
5.2
Conclusion
5.2
Implication (s) of results/findings
5.3
Recommendations
5.4
Suggestions for further research
BIBLIOGRAPHY
APPENDIX I
APPENDIX II
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LIST OF TABLE
1. Do management staffs make decision without pre and post discussion
and consultation with employees
2. Do management change decision when rejected by
Employees
3.
To what extent do employees participate in decisionmaking
4.
How often do employees meet to discuss with managers5.
Divisions of Respondent
6.
Who makes majority decisions in the company
7.
Factors that are considered before an employee is involved
in decision making
8.
Description of level of employee participation in
decision-making
9.
Description of level of productivity when employees
are not involved in decision making
10.
How often management staff delegate authority freely to
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subordinates
11.
The impact of inadequate employee participation in decision
making on productivity
12.
The impact of adequate employee participation in decision
making on productivity
CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
It should be recanted that a decision is a choice where by a person forms a
conclusion about a situation. Costello, 1. Wand Zalkind, S.S. (1963 P. 334),
confined the term decision making, to a choice process, choosing one from
among several possibilities, however, decision theory in Costello, T. w et al
(1963, P 387) largely considers decision asking the process of making a
single choice among course of action at a particular point in time this depicts
a course of behavior about what must be done or vice versa. Decision is
however, the point at which plans, policies and objectives are translated into
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concrete actions. Planning engenders decisions guided by company policy
and objectives, policies, procedures and programmes. The aim of decision
making is to channel human behavior towards a future goal.
Decision-making is however, one of the most germane activities of
management. It has been the preoccupation of all the management of
multifarious
organization
ranging
from
small-scale
organzation
to
multinational corporations.
Managers many at times consider decision making to be the heart of their job
in that they must always choose what is to be done. Who will do it, when
where and most the time now it will be done.
Traditionally, managers influence the ordinary employees and
specifically, their immediate subordinates in the organization. This has
resulted in managers making unnatural decision even in areas effecting their
subordinates.
In Germany, around 1951, a low enacted which provides for code termination
and requires labour membership in the supervisory hoard and executive
committee of certain large corporations. However the participation of labour
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in decision making process resulted to relatively and peaceful labour
management relations.
Additionally, the Japanese management uses decision making by consensus in
which lower-level employees initiate the idea and submit it to the next higherlevel unit it reaches the desk of the top executive. If the proposal is approved,
it is returned to the initiator for implementation.
It is in this context, that the research wishes to assess the employee
participation in decision making and its impact on productivity in Nigerian
public sector organizations, using ANAMMCO as a case study.
1.2 STATEMENT OF THE PROBLEM.
There has been lost of controversy as to whether an employee should
participate in managerial decision making or not. Some writers argued that
employees should contribute in making decision more especially where it
affects them or their jobs. It is expected that such participation will serve as
training and testing ground for future members of upper management.
In Nigeria, experts that refuted the above assertion see the arrangement as
a symptom of mal- organization. They maintained that, qualified, reasonably,
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honest and company oriented individuals are not available at these lower
organizational levels. But, the big question is, qualified individuals really
available? All these underlay the need for an investigation study.
1.3 PURPOSE OF THE STUDY
The general purpose of this empirical study is to assess the impact of
employees participation in managerial decision making in public sector
organization in Nigeria with reference to ANAMMCO Ltd.
The specific objective are:1) To assess the impact of employee participation in management decision
– making ANAMMCO Ltd.
2) To ascertain the impact of employee participation or non-participation
in management decision on productivity of the organization.
3) To make recommendations based on the research findings.
1.4 SCOPE OF THE STUDY
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This research work focuses particularly on the impact of employee
participation in decision making and organizational productivity using
ANAMMCO Ltd., Enugu as a case study.
1.5 RESEARCH QUESTIONS
In a view to accomplishing this research work effectively the research poses
the followings.
1) Do management staff make decision without pre and post discussion
and consultation with employees?
2) Do management change decision when rejected by employees?
3) To what extent do employee participate in decision making?
4) How often do employees meet to discuss with managers?
1.6 RESEARCH HYPOTHESIS
The researcher formulates the following hypothesis based on the objectives
and problems of this research work.
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Ho: management staff makes decision without pre and post discussion and
consultation with employees.
Hi: management staff make decision when rejected by employees.
Ho: That the management of ANAMMCO Ltd. do not change decisions when
rejected by employees.
Hi:
That the management of ANAMMCO Ltd. change decisions when
rejected by employees.
1.7 SIGNFICANCE OF THE STUDY
This research work will be relevant to the mangers and employees of
ANAMMCO Ltd.. It will also be beneficial to other public sector organization
in Nigeria- it will also be of prodigious importance to government,
academicals potential and future researchers on the issue of employee
participation in managerial decision making.
This empirical study is also germane to the researcher since it is a partial
requirement for the award higher National Diploma in Business
Administration and management.
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1.8 LIMITATIONNS OF THE STUDY
A work of this nature is not easy to consummate or accomplish. And, as a
result, financial problem, time constraints, apathy on the part of respondents
and bureaucratic procedures involved in releasing data seriously affected the
study.
1.9 DEFINITION OF TERMS
1. Decision making – The selection from among alternative of a course of
action.
2. MANAGEMENT – management is made up of top and middle level
management. Top management includes: share holders, board of
Directors managing, Director or the chief Executive / General manager
(ie management above departmental level) middle management
includes heads of Department, managers, Deputy and Assistant
managers.
3. PRODUCTIVITY:- A measure of how well resources are brought
together in organizations and utilized for accomplishing a set of results.
4. GERMANE:- Relevant, important or pertinent.
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5. HEART OF THEIR JOB:- As it is used in the research work means
their main job.
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REFERENCE
APPLEY, R.C (1981) Modern Business Administration 3rd Pitman
Publishing Limited P.62
Costello, T. w and Zalkind, S.S, (1963) Psychology in Administration. A
Research orientation text Engle word Cliffs, N.J
PP.334, 387.
Koontz, H, O’ Donnell Cyril and weihrich H. 1980 management 7th ed.
McGraw- Hall international Book company, PP 132133.
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