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The Degree of Employee Participation in Decision Making and It’s Effect on Productivity
Content Structure of The Degree of Employee Participation in Decision Making and It’s Effect on Productivity
- The abstract contains the research problem, the objectives, methodology, results, and recommendations
- Chapter one of this thesis or project materials contains the background to the study, the research problem, the research questions, research objectives, research hypotheses, significance of the study, the scope of the study, organization of the study, and the operational definition of terms.
- Chapter two contains relevant literature on the issue under investigation. The chapter is divided into five parts which are the conceptual review, theoretical review, empirical review, conceptual framework, and gaps in research
- Chapter three contains the research design, study area, population, sample size and sampling technique, validity, reliability, source of data, operationalization of variables, research models, and data analysis method
- Chapter four contains the data analysis and the discussion of the findings
- Chapter five contains the summary of findings, conclusions, recommendations, contributions to knowledge, and recommendations for further studies.
- References: The references are in APA
- Questionnaire.
Abstract of The Degree of Employee Participation in Decision Making and It’s Effect on Productivity
This study has examined employee participation in decision making and its impact on productivity. Three publishing outfits in Enugu were studied, namely: Government Printing Press, ROCANA Nig Ltd and GOSTAK Nig Ltd. The population consisted of managers and employees in the three elected firms in Enugu Urban. The sample for the study was 137. Out of the 137 questionnaires administered, 105 were returned. Oral interview was also used to obtain responses from some managers and employees. The outcome of the study was analyzed by the use of tables and percentages while the three hypothesis formulated were tested by the use of chi-square. The study reveals that;
a) Participative decision making does not involve participation at all levels of management.
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b) There is a positive relationship between participative management and productivity i.e to say participative management results in increased productivity.
c) The investment effort in the practice of participation has not been yielding the desired out put i.e increased productivity.
d) There are diverse perceptions of participation among the workers and managers.
e) The pressing problems facing the practice of participation is that employees and managers misconstrue participation in decision making. Indeed participative management should be seen as an inevitable tool in any organization both public and private.
The following recommendations were also put forward.
a) Managers should put more efforts in encouraging their employees to contribute to decision making and incorporate them into the organizational policy.
b) Managers should allow increased level of workers participation in decision making since they are the centre of operations and can say better on issues bearing on those areas.
c) Participative management should be redefined and properly applied so that peoples understanding and perception of what it is all about will be improved.
d) The operators of businesses should take steps to set specific measurable objectives that participative management should aim to achieve.
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