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Format: MS WORD
| Chapters: 1-5
| Pages: 59
ABSTRACT
The major objective of this study is to test the influence of employee’s participation in decision making and organizational productivity, and to explore the relationship between employee involvement in decision making and problem solving and perceived organizational performance. The data generated were statistically analyzed using descriptive analysis. The results revealed that the degree of employee participation in decision-making is very low and only senior managers (department managers) have access or rights to participate in the decision-making process. However, those who do not have opportunities to influence decisions made at the workplace manifest a great desire to participate in the decision-making process, and for a considerable number, this tends to be concerned with decisions daily affecting their own job. It was noted that the main obstacles to the participative process within the public sector are: a lack of interest, a lack of initiative and support to the participation process from employers, an authoritarian approach via centralization system of authority and control, managers especially general directors who are unwilling to share decision-making power with employees, manager's enterprise hesitates to accept employees as valuable partners in making decisions, and inadequate understanding of employees concerning their new roles in management of their enterprises.
The major objective of this study is to test the influence of employee’s participation in decision making and organizational productivity, and to explore the relationship between employee involvement in decision making and problem solving and perceived organizational performance. The data generated were statistically analyzed using descriptive analysis. The results revealed that the degree of employee participation in decision-making is very low and only senior managers (department managers) have access or rights to participate in the decision-making process. However, those who do not have opportunities to influence decisions made at the workplace manifest a great desire to participate in the decision-making process, and for a considerable number, this tends to be concerned with decisions daily affecting their own job. It was noted that the main obstacles to the participative process within the public sector are: a lack of interest, a lack of initiative and support to the participation process from employers, an authoritarian approach via centralization system of authority and control, managers especially general directors who are unwilling to share decision-making power with employees, manager's enterprise hesitates to accept employees as valuable partners in making decisions, and inadequate understanding of employees concerning their new roles in management of their enterprises.
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