ABSTRACT
This study is on the implication of employees’ particiupation in decision making in organization productivity. This is the process that employees and employer into into in other to increase the overall efficiency of production of the organization. The objective of the study is to asses the implication of employees participation on organization productivity in the organization with reference to Mr. Biggs fast food restaurant Ughelli Delta State. The population of the study is the entire work force d which where graded into senior intermediate and junior staff respectively. And out of the entire population of 37 workers a sample size of 24 d which where graded into senior intermediate and junior staff respectively. And out of the entire population of 37 workers a sample size of 24 respondents were selected out using a simple random procedure. Also the questionnaire used for data collection was validated by the project supervisor before being administered to the respondents and data collected were analyzed using the simple percentage method. Findings from data obtained reveals that employees’ participation in decision making is a major of moral and job satisfaction in an organization and it also serve as a training ground to help build a crop of future leaders for the organization. Therefore it was recommended that management should provide a climate conducive enough for effective employee participation in decision. And finally the study suggests that similar study be carried out for example the effect of training and development on employees job performance.
Chapter one
1.1 background of the study
1.2 statement of the problem
1.3 objective of the study
1.4 research question
1.5 significance of the study
1.6 scope of the study
1.7 limitations of the study
1.8 operational definitions of terms
Chapter two
Review of relevant literatures
2.1 the concept of employee participation in organization decision making
2.2 employee participation and productivity
2.3 employee participation in decision making and job satisfaction
2.4 factors that influences employees participation
2.9 arguments against employee’s participation
2.10 benefits of employee’s participation
2.11 summary of the review
Chapter three
Research design and methodology
3.1 research design
3.2 area of the study
3.3 population of the study
3.4 sample size and sample 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
Chapter four
Data presentation, analysis and interpretation
4.1 introduction
4.2 data presentation and analysis
4.3 discussion of finding and its implicating
Chapter five
Summary, conclusion and recommendation
5.1 summary
5.2 conclusion
5.3 recommendation
Suggestions for further studies
Bibliography
Questionnaire
CHAPTER ONE
1.1 BACKGROUND OF THE STUDY
During the last decades, many organizations were attracted to various employees’ participation or involvement schemes, as numerous scholars advocated their benefits.
As a consequence, employee’s participation, commitment, involvement and empowerment have all become familiar buzzwords of 1990s. However, participative management schemes such as quantify circles, team work and total quality management do not always live up to the expectation of management and employee, and are strongly enticed by some commentators.
By examining the main concepts of employee participation and some of the reasons why employees are adopting such scheme. It can be demonstrated that employee’s participation or involvement is a permanent phenomenon (Marchington et al 1993) and that the criticisms only highlight the need for better organization short-term business strategies, aimed at boasting organizational productivity.
Although employee participation or involvement (EI) is not a new management concept, it has only recently seen a revival in population support along with the concomitant rise in Human Resource management (HRM), since HRM seeks to regard the employees as an asset that can be invested in through further training and development. It is argued that involving them (Employees) in decision making can only enhance employee motivation, commitment and performance.
Decision making is however, one of the most Germane activity of management. It has been the preoccupation of all management of multifarious organization ranging from small scale organization 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 times how it will be done.
Moreover, Lawler (1986) point out that if people at all level of an organization manage their own work, then they will find their job more rewarding. He continues to argue that this can result in high quality product and reduced labour cost since fewer employees are required. In fact Lawle is not alone with this point of view; Peter and Kanter also promote a similar message and support it with business stories (Peter and Waterman 1982, Kanter 1983).
Consequently, with the prospect of productivity gains, in increasing competitive international market, many organizations were keen to adopt participative management schemes during the early 1980s. Also, at the same time, many course on participative management appeared, providing low-cost, turnkey approaches for management (Prinele, 1989, Quoted in Nykodzin 1994; Lawler 1985).
However, in the United Kingdom (UK) this shift in management style, with a new emphasis on communication with direct involvement of employees was also regarded as a response to the recession of the early 1980s. Furthermore, the UK has been experiencing increase competition from various countries, including France Germany and Japan, which further exposed the weaknesses in British Working practices, output and productivity (Holden 1994: 562). Additionally, the Japanese management uses decisions making by consensus in which lower level employee initiate the idea and submit it to the next higher-level unit, till 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 this research study is centred on assessing THE IMPLICATION OF EMPLOYEES PARTICIPATION IN DECISION MAKING ON ORGANIZATIONAL PRODUCTIVITY IN NIGERIA public and private sector organization using Mr BIGGS AS CASE STUDY.
THE IMPLICATION OF EMPLOYEE’S PARTICIPATION IN DECISION MAKING, IN ORGANIZATIONS PRODUCTIVITY A CASE STUDY OF MR. BIGGS FAST FOOD UGHELLI DELTA STATE.
