The Relationship Between Employee Participation In Decision Making And Work Performance In The Manufacturing Sector
The Relationship Between Employee Participation In Decision Making And Work Performance In The Manufacturing Sector
Abstract
This study examines the relationship between employee participation in decision making and work performance in the manufacturing sector in Imo State. Data were generated by means of questionnaires 50 manufacturing firms on employee participation in decision making and performance variables. Responses from the survey were statistically analyzed using chi-square. The results of the study indicate a statistically significant relationship between employee involvement in decision making and firms’ performance as well as reveal a significant difference between the performance of firms whose employee participate in decision making are deep and the performance of firms whose employee involvement in decision making are slow. The findings also reveal the involvement of participating firms in employee involvement in decision making. The implications of this study include the need for manufacturing firms to demonstrate high level of commitment to employee participating in decision making for performance enhancement.
Table of Content
- Title Page
- Certification
- Dedication
- Acknowledgement
- Table of Content
- List of Tables
- Abstract
Chapter One:
Introduction
- 1.1 Background of the Study
- 1.2 Statement of the Problem
- 1.3 Objective of the Study
- 1.4 Research Questions
- 1.5 Research Hypothesis
- 1.6 Significance of the Study
- 1.7 Scope of the Study
- 1.8 Limitation of the Study
- 1.9 Definition of Terms
- 1.10 Organisations of the Study
Chapter Two:
Review of Literature
- 2.1 Conceptual Framework
- 2.2 Theoretical Framework
- 2.3 Empirical Review
Chapter Three:
Research Methodology
- 3.1 Research Design
- 3.2 Population of the Study
- 3.3 Sample Size Determination
- 3.4 Sample Size Selection Technique and Procedure
- 3.5 Research Instrument and Administration
- 3.6 Method of Data Collection
- 3.7 Method of Data Analysis
- 3.8 Validity of the Study
- 3.9 Reliability of the Study
- 3.10 Ethical Consideration
Chapter Four:
Data Presentation and Analysis
- 4.1 Data Presentation
- 4.2 Analysis of Data
- 4.3 Answering Research Questions
- 4.4 Test of Hypotheses
Chapter Five:
Summary, Conclusion and Recommendation
- 5.1 Summary
- 5.2 Conclusion
- 5.3 Recommendation
- References
- APPENDIX
- QUESTIONNAIRE
Chapter One
Introduction
1.1 Background of the Study
The manufacturing sector in Nigeria has been a focal sub-sector; but little is probably known about the influence of its employee involvement in decision making on firms’ performance. The manufacturing sector in Nigeria has been a focal sub-sector; but little is probably known about the influence of its employee involvement in decision making on firms’ performance. The particular attention in manufacturing emanates from the conviction that the sector is a potential instrument of modernization, a creator of jobs, and a generator of positive spill-over effects (Tybout, 2000). Moreover, the growth in manufacturing output has been a key element in the successful transformation of most economies that have seen sustained rises in their per capital income (Soderbom and Teal, 2002). Focus should therefore be on manufacturing and those factors that may foster its growth.
A high degree of involvement (deep employee involvement in decision making) means that all categories of employees are involved in the planning process. Conversely, a low degree of involvement (shallow employee involvement in decision making) indicates a fairly exclusive planning process (Barringer
& Bleudorn, 1999) which involves the top management only. A deep employee involvement in decision making allows the influence of the frontline employees in the planning process. These are the people who are closest to the customer and who can facilitate new product and service recognition, a central element in the entrepreneurial process (Li et al., 2006). This means that employee participation in the planning process surrounding the potential innovations may facilitate opportunity recognition throughout the organization (Kemelgor, 2002; Zivkovic et al., 2009).
1.2 Statement of the Problem
- A modern forward-looking business does not keep its employees in the dark about vital decisions affecting them.
- It trusts them and involves them in decision making at all levels. “Command and control” is no longer an adequate model. A more open and joint framework will exploit the talents of all employees.
- The choice of manufacturing sector was made because of its relevance and potential to Nigeria’s economic development.
1.3 Objective of the Study
- Employees must be involved if they are to understand the need for creativity and if they are to be committed to changing their behaviour at work.
- Employee involvement in decision making serves to create a sense of belonging among the workers as well as a congenial environment in which both the management and the workers voluntarily contribute to healthy industrial relations.
- In order to increase the workers commitment and humanise the workplace with the intention of improving work performance and good citizenship behaviour, managers need to permit a high degree of employee involvement.
1.4 Significance of the Study
The involvement of workers in decision making is considered as a tool for inducing motivation in the workers leading to positive work attitude and high productivity. However, researchers may be doubtful about the value and relevance of employee involvement in decision making to firm performance.
1.5 Research Questions
- There is a significant relationship between employee involvement in decision making and firms’ performance.
- There is not employee involvement in decision making has a significant impact on firms’ performance.
- There is a significant difference between the performance of firms whose employees’ involvement in decision making are (deep) high and the performance of firms whose employees’ involvement in decision making are (shallow) low.
1.6 Research Hypothesis
- Ho: There is no significant relationship between employee involvement in decision making and work performance.
Hi: There is significant relationship between employee involvement in decision making and work performance. - Ho: Employee involvement in decision making has no significant impact on work performance.
Hi: Employee participating in decision making has significant impact on work performance.
1.7 Scope of the Study
Companies included in the sample were drawn from manufacturing firms in Imo State. Imo State was the focus because it is undoubtedly the commercial nerve-centre of Nigeria, with the largest concentration of industries.
1.8 Limitation of the Study
In preparing this thesis the research has been handicapped by time constraint. Though with the available time some of the workers not contracted were not up to date with statistical records which would have been useful in the analysis of the colleted data. Finally inadequate research materials and also financial constraints also hampered the condition of proper research work on the cause of producing this thesis.
1.9 Definition of Terms
Participation:
Participation is considered as an infringement to management prerogative.
1.10 Organizations of the Study
The chapter one consist of the introductory part of the study which includes the study background, the statement of the research problem, the study objective and scope of the study. The second chapter is a critical review of other literatures relevant to the study and its objectives including the theoretical framework for the study. While the third chapter is methods of data collection, sampling and data analysis used in conducting the study. The fourth chapter centres around the research findings including an analysis of how it relates to previous findings. The fifth chapter consists of the summary of findings, conclusion and recommendations base on the study objectives.
Chapter Five
Summary, Conclusions and Recommendations:
5.1 Introduction
This chapter summarizes the findings on the relationship between employee participation in decision making and work performance in the manufacturing sector in Imo State. The chapter consists of summary of the study, conclusions, and recommendations.
5.2 Summary of the Study
In this study, our focus was to examine the relationship between employee participation in decision making and work performance in the manufacturing sector in Imo State. The major objective of this project is directed towards the achievement of the following: employees must be involved if they are to understand the need for creativity and if they are to be committed to changing their behaviour at work, employee involvement in decision making serves to create a sense of belonging among the workers as well as a congenial environment in which both the management and the workers voluntarily contribute to healthy industrial relations, and in order to increase the workers commitment and humanise the workplace with the intention of improving work performance and good citizenship behaviour, managers need to permit a high degree of employee involvement.
The study adopted the survey research design and randomly enrolled participants in the study. A total of 50 responses were validated from the enrolled participants where all respondent are employees of some selected manufacturing firms in Imo State.
5.3 Conclusions
In the light of the analysis carried out, the following conclusions were drawn.
- There is a significant relationship between employee involvement in decision making and firms’ performance.
- Employee involvement in decision making has a significant impact on firms’ performance.
- There is a significant difference between the performance of firms whose employees’ involvement in decision making are (deep) high and the performance of firms whose employees’ involvement in decision making are (shallow) low.
5.4 Recommendations
Based on the findings of the study, the following recommendations are proffered.
- Managers should put more effort in encouraging their employees to come up with suggestions and useful decisions and endeavour to incorporate them into the organization’s decisions and policy.
- Managers should increase the frequency and level of worker participation in decision making considering the fact that they are the people carrying out the main operative work as they are in the better position to know what goes on those areas.
- Every organization should endeavour to create a clear-cut understanding and notion of the concept of participation decision making to avoid confusion and clashes of interest between the employees and the managers.
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