THE CONTRIBUATION OF EMPLOYEES PARTICIPATION IN

DECISION MAKING PROCESS.THE CASE OF WOREDA 9, LEMIKURA

SUB CITY

A RESEARCH PROPOSAL SUBMITTED TO DEPARTMENT OF

BUSINESS MANAGEMENT FOR A PARTIAL FULFILLMENT OF

MBA DEGREE IN MANAGEMENT

By GetnetTilahunTiruneh

ID No138/14

Advisor BekretionH(PH.D)

March; 2023

ADDIS ABABA; ETHIOPIA

Abstract
This study aims to assessing the role of participation in decision making and its impact on
employees’ job satisfaction in the case of selected district of Lemikura sub city woreda nine.
More particularly, it is aims at mapping out the extent of participation in decision making
process and to identify the mechanism employed by the management to ensure employed
participation and examine the effect of employees’ participation on their commitment and job
satisfactions. The success of anyorganization is measured by the Quality of products or service it
delivers. This success will bring by the whole employees from low to top including the leaders
and managers those who providing the policy and procedures of the organization. Unfortunately
many organizations do not meet their success effectively and efficiently because of different
factors. Among those factors lack of participatory decision making and employees’
dissatisfaction by their job aretaken as the main reasons for the organization not to achieve their
goal and successes.Participatory decision making and job satisfaction is very crucial for the
organization successes, because it gives new skill needed to perform the job effectively and
develop a quality work force.Job satisfactions are the attitudes and feelings employees have
about their work.Participatory decision making offered valuable opportunities to focus on work
activity and goals to identify, correct existing problems and to encourage better current and
future satisfaction of job. The study will focus to assess the contribution of participatory decision
making and its impact of job satisfaction at Addis Ababa lemikura sub city in woreda
09.Theresearcher believes that participatory decision making will bring employee job
satisfaction so does the successes of the organization.The study will conduct by gathering
information though, observation, reviewing related books, primary sources questionnaire both,
open and closed ended questions and interview, that will distribute to employees selectby
probability stratified sampling technique. After the researcher gather the desire information, it
will analyze precisely using tables, percentages and generalization, at last the researcher willtry
to resolve the gap and recommend to the employee how they to be committed about their work
and organizationhow to participate its employee in the decision making process for better
performance for their successes in the near coming future.

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Table of Contents
Abstract.......................................................................................................................................................ii
CHAPTER ONE..........................................................................................................................................1
INTRODUCTION.......................................................................................................................................1
1. Introduction.............................................................................................................................................1
1.1 Background of the Study...................................................................................................................3
1.1 Statement of the Problem.............................................................................................................4
1.3 Objectives of the Study......................................................................................................................6
1.3.1 General Objectives of the Study.................................................................................................6
1.3.2 Specific objectives of the study..................................................................................................6
1.4. Basic research questions...................................................................................................................6
1.5 Significance of the Study...................................................................................................................7
1.6 Scope of the Study.............................................................................................................................8
1.7 Limitation of the study.......................................................................................................................8
1.8 Definitions of key terms....................................................................................................................8
1.9 Organization of the study...............................................................................................................9
CHAPTER TWO.......................................................................................................................................11
REVIEW OF RELATED LITERATURE.................................................................................................11
2. Introduction...........................................................................................................................................11
2.1. Theoretical Review.........................................................................................................................11
2.2 Forms of participative decision making...........................................................................................13
2.2.1. Direct participative decision making........................................................................................13
2.2.2. Indirect participation decision making.....................................................................................14
2.3. Extent of participative decision making..........................................................................................14
2.3.1. High-level participation...........................................................................................................15
2.3.2. Mid-level participation............................................................................................................15
2.3.3. Low-level participation............................................................................................................16
2.4 Objectives of participative decision making....................................................................................16
2.4.1. Moral/Ethical Objectives.........................................................................................................16
2.4.2. Social Objectives:....................................................................................................................16
2.4.3 Political objectives....................................................................................................................17
2.4.4. Economic Objectives:..............................................................................................................17

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 2.5 Factors Affecting Decision Making.................................................................................................18
2.5.1 Certainty...................................................................................................................................18
2.5.2 Risk...........................................................................................................................................19
2.5.3 Uncertainty...............................................................................................................................19
2.5.4 Bounded rationality..................................................................................................................19
2.5.5 Escalation of commitment........................................................................................................19
2.6 Essential Conditions for successful participation in decision making..............................................20
2.6.1. Effective engagement of subordinates.....................................................................................20
2.6.2. Management Commitment.......................................................................................................20
2.6.3. Participative Management Style..............................................................................................21
2.6.4. Organizational Culture.............................................................................................................21
2.6.5. Training...................................................................................................................................22
2.6.6. Trade union support.................................................................................................................22
2.7 Effect of Employee commitment and their job satisfaction on Organizational goal........................22
2.8 Impact and Benefit of participative decision making.......................................................................23
2.9 Empirical Literature review.............................................................................................................24
2.10 Conceptual Framework..................................................................................................................26
CHAPTER THREE...................................................................................................................................28
METHDOLOGY.......................................................................................................................................28
3. Research Methodology..........................................................................................................................28
3.1 Research design...............................................................................................................................28
3.2 Research approach...........................................................................................................................29
3.3 Sources and types of data.................................................................................................................29
3.4 Sampling technique and sampling size............................................................................................29
3.4.1 Sampling technique..................................................................................................................30
3.4.2 Sampling size............................................................................................................................31
3.5 Instruments to be use.......................................................................................................................32
3.6 Methods of data analysis.................................................................................................................33
3.7 Validity and Reliability of the study................................................................................................33
3.8 Ethical considerations......................................................................................................................34
3.9 Time frame (Work schedule) and Budget........................................................................................34
3.9.1 Time frame...............................................................................................................................34

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 3.9.2 Budgeting.................................................................................................................................35
3.10 REFERENCES..............................................................................................................................37

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CHAPTER ONE

INTRODUCTION

1. Introduction
This chapter will start by introducing the main theme of the proposal or research, which is
participatory decision making and employees’ job satisfactions. Itwill examine the historical
background information to the study, the statement of the research, objectives or purpose of the
study, the research queries, and justification of the study, importance of the study, scope and
limitations of the study and paper organization of the research.
The organizations to stay a long with their existence, the first task have to develop their own
human resources. Human resource is the means of the organizations success, because these
human resources (Employees’) provide skills, knowledge and driver that create, maintain and
advance organizations. Therefore every organization wants to have employees with competence
in accordance with the needs of their organization, committed to the organization and have high
performance that is why all organizations are engaged in a matter of human resources. These
resources will the vast resource of people in external environment from which organizations
obtain its employees people are perhaps organization most precious internal resources because
they will organization’s life blood (Habtamu Lakew, Dce 2020).
Participative decision making is a classical concept in modern organizational administration
(Wilkinson, 1988). It’s described in a variety of ways but generally define as when employees
fully invest emotionally, mentally and physically so they focus on achieving the organizational
goals. Employee participation in decision making is a process of involving and empowerment of
employee in order to use their input towards achieving higher individual and organizational
performance.It is a type of decision making, in involves participating employees in various form
of decision making activities. Participation in decision making is the most important organization
characteristic that influence not only employee productivity, job satisfaction and motivation but
also for success of organization goals (Bhatti, 2013). Participative decision making is one of
important aspect of organizational life to achieve increased organizational effectiveness and
employee’s commitment towards organizational goals. Employee participation is management

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Initiatives are given the opportunity to discuss issues relating to their work to influence
managerial decisions, but management reserves the right to govern. Employee participation in
decision making has various aim including; to increasing motivation and commitment in
employee; to channel their interests and knowledge and skills to improve processes; to consider
their interests and keep them informed of the organizations activities and position. In order to
achieve these aims a diverse range of techniques are being used, including consultation
committees, suggestion schemes, certain forms of team working, newsletters and briefings
(Gifford, Nealthy, Loukas, 2005).As a result, employees are expected to be more motivated,
committed, productive and more satisfied with their work.The participation of employees in
decision making can help in many ways to the organizations including enhancing and generating
creativity changes in behaviors at works; work force commitment and in organizational decision
making process. In general the employee participation in decision making should be an important
step to improve employee job satisfaction towards achieving organizational goals.
The reason why the researcher chose this topic is that nowadays almost all organization relies on
employees for success and competitiveness. Consequently, organization needs to figure out
strategies how to involve employees in decision-making and enhance the commitment of
employee for good performance of organization. In respect, employee participation has come to
play an indispensable role in helping organization to reach its goals. Therefore it is important that
this research will be conducted to understand experience and perception of employee
participation in decision making, So that the commitment and job satisfaction of employee
towards organizational goals could be built up. To get job satisfaction employees, contribution of
participatory decision making is high due to greater Poole of knowledge, different perspectives
greater comprehension and increased acceptance and so on. (Ahsanullah Mohsen, Omer Sharif,
Cliffered 2000: pp.384). If the employees donot participate in the decision- making process of
organization activities, they are likelyto be unwilling to take (own) an active part. To conclude,
this topic would be interestingand meaningful for any organization because employee
participation in decision-makinghas a significant relationship with employee job satisfaction and
organization performance.
Due to the increased complexity of many problemsin decision making it requires specialized
knowledge in numerous fields, usually not possessed by one person. To insure sustainable
organization, many managers spend eighty percent of their working time in committee meetings.

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When employees are satisfied an organizational sustainability and successfulness continuous
normally. However, most of the time employees are not satisfied with their work. One of the
most complain everywhere is manager’s decision making style such as more centralized and
autocratic type therefore participatory decision making should provide an uninterrupted work for
employees to lemikuraworeda 09 staff without incurring additional cost

Workers satisfaction has become an essential consideration for management strategy. One of the
major important ways aimed at improving job satisfaction has been allowing employees to
participate in job related decision (Harley et al.2000), While this decision may have to do with
the strategy of the organization or simply with the routine activities of staff, this decision may
require months after gathering information or exchange details or at one point without any
consideration either by individuals or in group. Participation allows individuals to share
influence among them who are not hierarchically equal, and participative management practices
help to maintain a balance on the involvement of managers as well as subordinates in the routine
tasks and activities related to the job (Cotton, 1995). According to Saha and Kumar (2007), the
maximum range of satisfaction is most likely to occur when there is an excessive degree of
employee involvement in the planning process, producing alternatives, developing policies, and
comparing the results. The idea to make decisions with groups that can participate in decision
making is unavailable to all managers. Many of the problems that employees have within
organizations, is from their lack of involvement in organizational decision making.

1.1 Background ofthe Study

In our country Ethiopia, organizations or companies have their own policy, procedure vision,
mission and value to create a favorable environment and scope for the success of their own
ultimate goals.

Political, economical, and social affairs of a any country are the back bone of its development, so
that the government has been incorporating an organization, which gives a service and managing
such an activity for societal benefits.

Lemikura sub city is newly incorporated governmental organizations that sub merged from Yeka
sub city and Bole sub city in previous name. The sub city has its own vision, mission and values,
so performs its task based on the societal interest and benefits in Addis Ababa Ethiopia.

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Lemikura sub city woredanine (09) is one of the fifteen woreda in the new sub city, which is
found in the south east of Addis Ababa. This woreda has around 500 staff members and gives a
public service based on the Lemikurasub city guidance’s procedures. Following its public
organization, it gives multi service of the society who lives around. The staff members or
employees’ are determining the success of the lemikuraworeda 09 workforces and effectiveness
of the organization.Most of the excising researches focus on the impact of employee turnover on
organizational performance but little of the researches deals about the impact of participatory
decision making. In the early 2014E.C there was a statically data, which shows that a
lemikuraworeda nine staff member was a round 700, but now it has only 500 staff members. This
organization doesn’t have a full awareness about what things determine or case this high
employee turnover rate. In Lemikuraworedaninethere was not such a research paper that justifies
the means of the employees’ turnover rate the researcher believes that this high rate of employee
turnover due to dissatisfactions of employees on their work. This is because most organizations
do not participate their employees and lead them with their unclear and autocratic
management.That is why the researcher wants to do the research on assessing participatory
decision making and its impact on employees’ job satisfaction.

1.1 Statement ofthe Problem

Participatory decision making is a type of decision making, it involves participating employees
in various form of decision making activities. In premise to employee participation on
organizational decision making process the study assess several studies conducted on the area.
However, studies conducted on the area were very few; such as, there were a study conducted by
Demse (2001) on the impact of female participation in decision making at senior management
level of Yeka- Sub City, in this study he was tried only to indicated the impact of females
participation on organizational leadership, there were also a study conducted by Birhanu, 1996
on the topic “factors affecting employee participation of decision making process on public
service”, the study were focused in identifying major determinate factors affecting employee
participation on organizational decision making. Though both of the studies have been tried to
investigate lack of women participation on administrational decision making and identified
major determinate factors, however the study were not implied the effect of employee
participation on organizational performance. In addition to the above idea Aldoory, and Toth,
(2004) contend that there is much less research evidence for the value of employee participation

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and involvement on decision making globally. Scholars have also argued that employees‟
involvement and participation in decision making may primarily serve to make them feel good
about their jobs and in turn increase firm‟s organizational performance. Similarly this study
confirmed also that, there is no sufficient research results in Ethiopia with related to employee
participation and involvement on decision making of organizational activities. This is one of the
encouraging factor or research gaps that initiated the researcher to investigate on the area,
specifically, taking one of the large public organizations known as Ethiopian Construction works
Corporation (ECWC), as a case study. Those all studies show that there was a gap, which are
women were not participated in decision making that makes them dissatisfy by their job. Job
satisfaction in the organizations sustainability are highly inter related because an organization
can be sustainable if it employee give effective response to their job.Participative decision
making is very important for the success of an organization, and as its help organizations make
sure employee are working hard or committed to contribute to accomplishing the organization
goal, but due to the increasing of complexity of many problems in decision making it requires
specialized knowledge in numerous fields, usually not possess by one person.Many
organizations have experienced the lack of job satisfactions by employees
towardsimplementation of decision taken by the top management which undoubtedly has
seriousrepercussions on organization goal success (Abdulai and Shafiwu, 2014).Decision making
is mainly use administrative to motivate the employee, to creativities and to share or shift risk of
different level. It is the basis for the organization objectives achievements that increased
acceptance, greater pool of knowledge and skill. But different factors might that in participatory
decision making such as unwillingness of employees to participate, rigid, avoiding management
style during decision making activities and increase customer compliant. According to Ethiopian
labor Authority (2007), among several problems that affect organizational performance of public
organizations is lack of employee participation at organizational decision making process.
Therefore this study will attempt to show contribution of participatory decision making in
handling these problems that affect employee job satisfaction.In order to increase the workers
commitment, job satisfaction, and organizational performance organizational leaders need to
permit a high degree of employee participation and involvement in the organization decision
making practice.According to many research in governmental organization the decision making
process is only held by small top managements. This type of management leaders will not

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interact with their Employees easily because employees do not participate in the decision and do
not know how the management leads them. Thiswill a reason for the employee will dissatisfies
on their ownwork and will lack of commitment for their work.The problem in this regard mainly
lies on the fact that employee participation in decisionmaking has not been clearly understand as
well as its role and the impact it has onemployees job satisfaction at lemikura sub city woreda
nine.

1.3 Objectives ofthe Study

In consideration of the problems and magnitude of their impact on employee’s job satisfaction,
the study will have the following objectives:

1.3.1 General Objectives ofthe Study

The main Objective of this study is to assess the role of employees’ participation in decision
making and its impact on their job satisfaction in selected Districts of Lemikuraworedanine (09)
as case study:

1.3.2 Specific objectives of the study

 To find out the extent of employee’s participation in decision making process in
Lemikuraworeda 09.
 To identify the mechanisms employed by the management of Lemikura sub city woreda
nine to ensure employees participation in decision making process.
 To identify the factors or challenges that affect employees participatory decision making
in Lemikuraworeda09.
 To examine the effect of employees participation in decision making on their
commitment and job satisfaction towards organizational goals.

1.4. Basic research questions

Based on the statement of the problem the study sought to give answer to the following research
questions;
 To what extent do employees participatein decision-making process in Lemikuraworeda
nine?
 What mechanisms are employed by the management of Lemikuraworeda 09 to ensure
employees’ participation in decision- making process?

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  What are the challenges or factors associated with employees’ participation in decision
making?
 What are effects or significances of employees’ participation in decision-making on
theircommitment towards organizational goal and their job satisfactions?

1.5 Significance of the Study

This study significantly will help specially the following body or groups;
Policy Makers and organizations፡-The finding of this study will assist the policy maker,
especially the leaders. As the employees’ participation in decision making inimportant aspects of
any organization, this study will provide practical benefits fororganization that attempt to
introduce direct and indirect participation decision making.The study also will provide a better
understanding of the factors that influence theeffectiveness of participative decision making and
the role and contributions ofemployers and employees to participative decision making
processes. Generally thefindings of this study significantly will help the organization to
minimize, dissatisfaction of their employees as well as themselves,inefficiency and
unproductively and will improve employees’ job satisfaction andorganizational profitability.
After conducting this research the organization will be benefits that the manager sees identified
problems and recommended solution of the study and he/she will take the corrective action in the
way and function of the decision making in lemikuraworeda nine to fill their gap and achieve
their success.
Scholars፡-scholars will gain knowledge on the role of participative decision making inimproving
job satisfaction. The finding of this study alsowill help scholars to develop various theories and
while, employees’ participation in decisionmaking have not been conducted as to the knowledge
of the researcher in Ethiopia, thusthis study adds to the literature and use this study for further
research.

For researcher hem self:- Beneficiary on getting knowledge about the study and experience on
conducting such assessment to get satisfaction.
For other researcher:- He/she can take this study as a reference for conducting other similar
assessment.

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1.6 Scope of the Study
Scope of the study: The study aims to assess the contributions of employees’ participation in
decision making and its impact on job satisfaction in Lemikura woreda nine. Eventhough there
are many factors, which makes employees satisfied by their own job, decision making is only
taken for this study. Hence an attempt will made tofind out the extent of employees participation
in decision making and to assess themechanism employed by management of organization and
the challenges associated withparticipative decision making and examine the effect of
participative decision making onemployees job satisfaction. Since woreda nine is found near to
the researcher village, the researcher select this woredanot only optimize the transportation cost
but also time frame.The researchertakes a target population of 500 respondents from
Lemikuraworeda nine and a sample size of 150 respondents within a simple random sample
selection method.

1.7 Limitation of the study

Understanding the study will not be an easy task, particularly in order to access relevant data’s
and sources its tiresome, the researcher face the following limitations; the major limitation for
this study the researcher will not find empirical studies in the areas of participative decision
making in Ethiopian context, for the reason literature review part of the study will not much
more rich enough with cases from Ethiopian scenario. With respect to this, since the practice of
employees’ participative decision making will not widely known in the country the researcher
will found much more published and unpublished documents and books.

1.8Definitions of key terms

Decision: it is the action or process of something or of resolving questions. (Source: oxford
dictionary).

Organizational culture: Are a company’s beliefs, values and attitude, and how these influence the
behavior of its employees. (Source: management principle (v.1.0))

Leadership: the action of leading a group of people or an organization or it is mobilizing people

towards a vision.(source: Dave Ramsey, (1999,sep), practical business wisdom and leadership.

Dialogue: is a conversation between two or more peoples. (Source: Google, www.what is

dialogue? On (march, 2025)).

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Decision making means involving or participating employees in various form of decision
making activities for the work what they will do. (Source: management principle (v.1.0))

Employees’ are persons those who are staff members of the organization (In lemikuraworeda
nine).

Participation: is the action of involving in the decision process.(Source: Google, www.what is

dialogue? On (March, 2025)).

Success: the ultimate goals archiving the organizational goal. (Source: Johan. C(2009). How
success people think.

Jobsatisfactions, employees’ commitment to archiving the organizational goal lead them to

devote their work and the will satisfied by the work what they do.(Source: Richard’s, (2010)
strategic leadership.

1.9 Organization of the study

This study willorient towards the " The role of participative decision making and its impact on
employees’ job satisfaction: a case of selected district of Lemikuraworeda nine. This proposal
study will constitute by three chapters: Chapter one includes: introduction, the Brief background
of the selected area, Statement of problem, Objective of the study, significance of the study,
scope of the study, limitation and delimitation of the study; Chapter Two discusses the major
concepts and related literatures included in the topic. Those concepts are: participation concepts,
decision-making concepts, and employees’ job satisfaction. It will attempt to discuss the
concepts by focusing on key elements such as the meaning, reason, forms or types and other
related to these. This chapter will describe the different studies which have been carried out on
employee participation in decision-making. It will starts by reviewing the studies achieved on
employee participation in decision-making in the general context, and then highlights research
studies specifically that are conducted on employee participation in decision-making in public
enterprises or organizations. Chapter Three, on the one hand, outlines the research
methodology and procedure used in this study, and on the other hand, clarifies the source and
types of data collection instruments, and discusses validity and reliability issues. Finally, it
describes the data analysis methods used in this research and ethical consideration. The Fourth

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Chapter will namely the presentation, analysis, finding and interpretation, it iscarefully
diagnosed the data collected through questionnaire, interview and documentanalysis.
The Fifth Chapter will dedicate to summary of findings, conclusions andrecommendations by
the researcher based on the outcomes the overall study.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.Introduction
In this chapter the researcher will present an over view of related literature to the research
problem. It includes that the definition and types of decision making, factors or challenges of
employees in participating in decision making in the organization affairs, employ job satisfaction
talks about the detailed satisfaction variables (independent variables) theoretical concepts that
the researcher believe they provide a good back ground to carry out the research work. Therefore
this chapter will introduces us to the literature review of the area of study which is the
contributionof participative decision makingand its impact on employee job satisfaction.First it
presents the concept and theories supporting, the study andfollowed by a review of the empirical
studies conducted by research on participativedecision making and finally the conceptual
framework will develop based on the literaturereviewed. The dimensions (independent variable)
that measure the job satisfaction will mention under this chapter.

2.1. Theoretical Review

Employee participation entails the involvement of the employee in as many facets of his/her
work life as possible; this may occur either directly or indirectly through, which are the
representatives of the employees (Bendix, 2001).Employees’ participation in organization
decision making may affect an employee’s job satisfaction, productivity, commitment, which can
create comparative advantage for an organization (BhattiandQureshi, 2007).High performing,
effective organizations have a culture that encourages employee involvement, since employees
are willing to get involved in the decision making process, goal setting and problem solving
activities, which then results in higher employee performance (Slocum and Woodman, 1998).
Decision making:According to Venter, (2003) participative decision making is generally seen to
satisfy morale, political, social and economic objective of employees. Store and Freeman (1984),
define decision making as “the process of identifying andselecting a course of action to solve a
particular problem.” Moorhead and Griffin, (2004)decision making can be defined as choosing

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between alternatives. It can be regarded asan outcome of mental process (cognitive processes;
memory, thinking, evaluation)leadings to the selection of a course of action among several
alternatives. Decisionmaking involves mapping the likely consequence of decisions, working out
theimportance of individual factors, and choosing the best course of action to take
(Muindi,2011). Moorhead et al.(2004) in the decision making process the decision makers
actionsare guided by a goal. Each of the several alternatives courses of action is linked tovarious
outcomes. The decision maker chooses an alternative on the basis ofher/his evaluation of the
information.
Therefore,the concept of participative decision making emphasizes the need for
cooperationbetween employee, and for employees to share in the decision making processes
ofmanagement(Bendix,2001).It is widely believed that employee participation may affect an
employee’s job satisfaction, productivity,benefit commitment, which can create
comparativeadvantage for an organization (Bhatti and Qureshi,2007). High performing,
effectiveorganization have a culture that encourages participative decision making,
sinceemployees are willing to get involved in the decision making process, goal setting
andproblem solving activities, which then results in higher employee commitment (Scocumand
Woodman,1998).
Participative decision making will bring together mental and emotional involvement(Davis and
New strong, 1997).Participation in decision making increase employees’commitment, because
the contribution towards organizational goals is realized.Satisfaction and successful team work
with supervisor will increase as well becauseemployee are less stressed there is less conflict and
more commitment to organizationgoal and at last, organizational change is better accepted
(Irawanto,2015).To illustrate theabove statement Davis and Newsroom put the process of
participative decision making as figure below
Employees are invited to share in the decision makingprocess of the form by participating in
activities such as setting goals, determining work schedules, and making suggestions. Adeola
(1994) defines employee’s participation asthe active involvement of subordinates and followers
in the making of decisions thatdirectly affect them in the work place. Participation in decision
making is generallyregarded as a sign of enlightened and democratic management. Davis (1981)
stated thatparticipation is a mental and emotional involvement of persons in group situations
thatencourage them to contribute to group situation that encourage them to contribute togroup

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goals and share responsibility for them. Lewin (1969) defined it as a mode oforganizational
operations in which decision as to activities are arrived at by the person,who is to execute these
decisions.
The concept of participation in an organization can therefore be summarized as a processby
which an organization attempts to unlock the creative potentials of its people byinvolving them
in decisions affecting their work lives. It is a structured effort to enableemployees at all levels in
an organization to use their knowledge, skills and abilities moreeffectively in their work and to
participate more fully in decisions about their work life.

2.2 Forms of participative decision making.

According to Nel, Kirsten, Swanepoel, Erasmus and Jordan (2005), there are two formsof
participative decision making, Namely Direct and indirect participation in decisionmaking.

2.2.1. Direct participative decision making.

Direct participative decision making is regarded as a process of job enrichment andenlargement
where the employee is offered the possibility of extending the depth andwidth of his work tasks,
but without any control over organization planning or goalsetting (Nel et.al, 2005).Direct
participation in decision making also includes the sharingof financial rewards, which result from
increased productivity, the provision of allinformation relevant to a job; consultation about
changes that may affect the employee;and personal involvement of employees in the decision
making process(Nel et al.,2005). Direct participation “…customarily entails that the subordinates
participate, speak for themselves about work or matters related to work.
Geary and Sisson (1994) also define direct employee participation as opportunities
whichmanagement provide, or initiatives to which they lend their support, at work place level,for
consultation with and/or delegation or responsibilities and authority for decisionmaking to their
subordinates either as individuals or as group of employees, related to theimmediate work task,
work organization and/or working conditions.
Direct participation refers to the practice in which employee are personally involved indecision
making(Knudsen,1995;Markey and Townsend,2013).Kester (2007)adds thatdirect participation
occurs when employees share in some or all decision that are made atan enterprise level by
themselves. Strauss (2006) coined this form of participation withthree dimensions as below;

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Source – Strauss (2006)
Figure: 2.1 Form of Direct Participation.

2.2.2. Indirect participation decision making

Indirect participation is commonly conceived of as the involvement of a restricted set ofactors
who are elected or appointed to act as the representatives of the employees(Cotton, Vollrath,
Froggatt, Lengnick-Hall, and Jennings (1988); Black and Gregerson,1997).Indirect participation
is a situation where employees share in some or all decisions that are made in the workplace via
their representatives (Kester, 2007:45). According to Fennimore (2006:197), the indirect
participation of employees in decision making is one where by employees participating
through.These representatives can be Unions, works councils, Joint committees, oremployee
representatives on boards. Indirect employees’ participation concernsemployees’ collective
interest, for instance, collective bargaining negotiations (CBN).
According to Anstey, (1997), collective bargaining is an indirect form of employeeparticipation
in decision-making, and it is the most common form of employeeparticipation worldwide.
Collective bargaining is a vehicle used by employeerepresentative to regulate workplace
behavior between managers and employees.similarly, Bendix (2010) state that collective
bargaining is an indirect forms of employeeparticipation in decision making ,particularly because
the process of collective bargainingallows managers and employees to engage in the joint
regulation of workplace-relatedissues whilst they may jointly solve problems, which may arise.

2.3. Extent of participative decision making

Extent refers to the Levels of participation, which employees or their representatives‟ influence
decision making in an enterprise/organization. This can range from employees simply being
informed about management decisions through two-way communication, and up to a stage where
employee shave joint or full control over decision making in an enterprise (Du Toitand

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Oosthuizen,1999:214).A distinction is usually drawn between three levels of participation within
an organization (Neletal., 2005:292). According to Bennet (1997), there are three level of
decision making in an organization these levels are described below here under;

2.3.1. High-level participation

At this level management views the employees as partners in the enterprise and rewards efforts
through gain sharing or profit sharing schemes (Du Toit and Oosthuizen, 1999:214).High level
participation is a broad decision about organization direction and its relationswith the outside
world. These decision established organizational objective and imposeframeworks for
controlling the organization activities. Top management and therepresentative of employees
decide on issues of strategic importance for the organizationas a whole (Net et.al, 2005). These
decisions areusually made by high or top level management may senate (Bennet, 1997).In this
level of participation what to produce and how the organization with finance its operations are
considered.

2.3.2. Mid-level participation

This level of decision making is concerned with implementation of strategic decisions. It takes
place when an employee participates in the decision making processes of the plant or
establishment, concerning, as, the way in which the company‟s rules, regulations, and
disciplinary procedures should be applied and executed (Nelet al., 2005:293). According to
DuToit and Oosthuizen (1999:214), at this level management seeks to actively involve the
employees in productivity and cost management. An example of mid-level participation in public
institution is participation at the level of a Faculty (Faculty Board Meeting). This level of
decision participation include decisions on issue such as the acquisition and deployment of
resources,allocation of duties and specification of secondary objectives monitoring
performanceand reporting to top levels of authority (Bennet, 1997).This takes place when
anemployee participations in the decisional making processes of the plant or
establishment,concerning for instance, the way in which the company’s rules regulation
anddisciplinary procedures should be applied and executed (Nel et al., 2005).

2.3.3. Low-level participation.

This level of participation is focus on day-to-day activities of organization ordepartmental
activities. At this level of participation, management makes an effort toimprove communication
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and attitudes, but still views employees as relatively passive (Du Toit and Oosthuizen,
1999:2014). In other expression this level concerned with minor administrative matter such as
lengthsof production runs, shift rosters, stock levels and so on(Bennet,1997), via staff bodies (the
participation of employees at the level of their department or Departmental Meeting) is a low-
level participation.

2.4 Objectives of participative decision making.

The main objective behind participative decision making is to motivate employees to meet
specific organizational goals. This is the process of involving people in decisions making process
to ensure that every ones psychological needs are met. It in turn increases the commitment work
life. Committed employees are the biggest assets of an organization and participative decision
making is an effective strategy to retain the best talents of the industry (Prachi J., 2017).
According to Venter, (2003) participative decision making is generally seen to satisfy morale,
political, social and economic objective of employees.

2.4.1. Moral/Ethical Objectives

Participative decision making has ethical dimensions and based on morals, principles and
values. In this forms of management everyone is treated equally when it comes to organizational
decision making (Prachi J., 2017).Workplaces is not only a source of employment and income,
but also has an impact on the health, wellbeing, security, happiness, and self-esteem of
employees. Therefore the participation of employees in decision making is an ethical and moral
imperative (Cassar, 1999).
2.4.2. Social Objectives:
Participative decision making can improve job satisfaction, commitment and labor relations
(Haggerty, 2005).
 Job satisfaction; job satisfaction is the collection of feeling and beliefs that employees
have about their job (Aziri, 2011).Judge and Robins (2009), define job satisfaction is a
positive feeling about resulting from an evaluation of its characteristic. Employee
participation in decision making may increase level of job satisfaction and consequently,
motivation (Venter, 2003).
 Organizational commitment; participative decision making is a vehicle to gain
commitment to responsibility. Satisfied employees are more committed to an

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 organization and its goals, and committed employees will use extra energy to promote the
interest and well-being of the organization in which they workHaggerty
(2005).Commitment employees who are highly motivated top contribute their time and
energy to the pursuit of organizational goals is increasingly acknowledged to be the
primary asset available to an organization(Hunjira, 2010).
 Labor relations; According to Masaryk and Tannenbaum (1999), engaging employees in
decision making will help to reduce labor turnover, absenteeism, the number grievance,
while the end result is a cooperative relationship between management and labor, as
opposed to an adversarial relationship. Shelley,(2000) also believes that employee
participation may foster more Co-operative attitudes amongst employees and
management, thus rising efficiently by improving teamwork and by reducing the loss of
efficiency arising from industrial disputes.

2.4.3 Political objectives

Political democracy in its basic form refers to government for the people by the people and with
the people (Bendix, 2010:707). If employees are entitled to influence those issues, which
impaction them politically through a democratic process, it follows that they should have an
equal say on issues, which have an impact on them economically (Venter, 2003:441).Engaging
employees in decision making is an extension of the principle of democracy in the workplace,
where employees can exercise greater influence over decisions, which affect their lives at work
(Davis and Lansbury, 1992:231); (Lessing, Schepers and Valoyi, 2000:32). Since1994,
increasing pressure has been placed on South African workplaces to introduce processes and
structures that will allow employees to participate in decision making at all levels of an
organization (Venter, 2003:442).
2.4.4. Economic Objectives:
Bendix (2010), in his study the main economic objective of participative decision making is that
cooperative is seen as bringing about greater, commitment, performance and motivation on the
part of employees, which will result in higher productivity. Cabrera, Ortega and Cabrera (2003),
believe that employee participation increases effort, which subsequently improves efficiency,
and productivity while it also reduces the cost of monitoring employees and it leads to increased
commitment.

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Participative decision making can result in higher rate of outputs and increased quality of
products owing to greater personal effort and attention on the part of employees (Masaryk and
Tannenbaum, 1999). Improving participative decision making is the most powerful force used by
most organization to increase organizational effectiveness and efficiency (Macey, Schneider and
Barbera, 2009).

2.5 Factors Affecting Decision Making

There are several major elements of the internal environment that influenced decision making in
all organization. Even when employees have clear work objective, the right skills, and a
supportive work environment they won’t get the job done without commitment to achieve those
work objectives (Teryima, Timothy, Faajir, John and Vivien, 2016).The predictability of
decision out comes, individual a decision making models management style in decision making
organization decision making modes, and general decision-making strategies which can be used
in organization.When managers make decisions, they find that the quality of information about
the alternatives, the payoffs, the risks etc. varies widely. As indicated on the above paragraph the
information environment that manager’s face ranges all the way from complete uncertainty to
compete certainty. While there are an infinite number of circumstance in which decision are
made, we can divide the continuum in to following basic parts.

2.5.1 Certainty
At one extreme manager can have very exact information about the relevant aspects of the what
problem facing them. When certainty exist, the managers known exact is how many alternatives
are available, the nature of each alternative the payoff, and likelihood of events. This situation is
not very likely to occur often in managerial decision making although there are certain type of
management decisions where virtual certainty exits.In Generally speaking, the lower the
organization level, the relater the degree of certainly. At upper level uncertainty exists about
which alternatives are available, what their payoffs will be the probabilities of success and so no
to sum up, certainty is the condition that exist when decision makers are fully informed about a
problem its alternative solution and their respective out comes (Graty; 2000 PP: 354).

2.5.2 Risk
Under conditions of risk, the managers are able to define the problem clearly of list many (but
not all of the alternatives, and to make an assessment of the likely hood of payoff given a certain

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alternatives. However, the manager cannot guarantee that a certain pay off will occur once a
given alternative is chosen. Example if a retail chain decides to open a new out, there is no
quarantine that this new out let will be economically viable there is no way to know forcer train
whether the location that has been chosen is better or worse than some other location. However,
managers can do various analyses to assess more a accurately of the like hood that a particularly
location will be success full.

Situation of risk require the use of probability analysis in order to use probability in making
decision managers must have some basis for assessing the likely hood that given alternative will
result in a certain out come.

2.5.3 Uncertainty
Uncertain conditions exist when management can not assign probabilities (subjective or
objective or chance of occurrence to the alternative that they develop. The problem is or the
possible alternative solution. This is because the decision maker has virtually no information
about the problem or because the problem is one that has never top management decisions
particularly those that are among departure from the organization current particles.
The obvious thing to do in conditions of uncertainty is to rather more information. If
probabilities are not known, task force might be assigned to assess the experience of other firms
who have faced this problem (Gray Starke; 2000: pp 355-356).

2.5.4 Bounded rationality

It is the notion that challenging complex issue leaders cannot fully grasp, make them unable to
be rational about the situation.

2.5.5 Escalation of commitment

this is an idea, which leaders and managers are remain committed to a poor decision or find it
hard to remove themselves from their poor decision. It is the inclination for decision makers to
adhere to wrong decision even when the outcome is worsens.
Personal biases and time constrains are also another factors those affect the decision
participation process.

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2.6 Essential Conditions for successful participation in decision making.
The success of participation is directly related to how well certain prerequisite conditions are met
(Nandi, 2003). To be participative decision making is effective, the following necessary
conditions must be meet (Venter, Bendema, Conradie, Dwortzanowski-Venter Holtzhausen and
Levy, 2009).

2.6.1. Effective engagement of subordinates.

The success of participative decision making is mainly depending on the degree of participation
of employees (“Management study guide.com”, 2018). Know a days the powerful force
governing organization participation is one of the vital factors, dynamics, and productivity in
organization that by creation of organizational network communication and by using idea and
collective action makes a good move from organization current situation to the desired situation
(Mohammed, Mehrdad and Mahyar, 2013).

2.6.2. Management Commitment.

According to Macey and Schneider (2008); Emmanuel, (2013), it is the organization responsibly
to create conducive environment that sincerely engage the workforce. The disclosure of business
and financial information to employees by management is a critical requirement for effective
employee participation in decision making and is a true test of management commitment to the
process (Venter.et al., 2009).Employees are better able to make more informed decisions, as well
as a greater impact in the decision making process if they have the right information at their
disposal. If employees have the right information at their disposal, they will be able to identify
more strongly with the aims, objectives and vision of the organization (Emmanuel, 2013). We
can conclude from above for meaningful participative decision making an effective commitment
of management to the process, and disclosing any relevant information to employees is to
important.

2.6.3. Participative Management Style.

Participative management style is a strong predictor of degree of participation. Management has
the prime responsibility of structures for appropriate communication, information sharing and
setting the right procedures for employee participation in decision making (Du Toit et al,).
Hofstede (2005); Bialas (2009) also said that work relationships between managers and their
subordinates depend on power distance. If the power distance is low, the distance between

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managers and employees will be small, and there will be cooperation because the contacts are
direct. If the power distance is high, which is a management style that is often used by autocratic
managers; employees will hardly have any say in decision making. Participative decision making
is more acceptable in a low power distance management style rather that in a high power
distances style of management (Porter and Rees, 1998). Participative or democratic style of
management, managers give recognition to the value of employee input; foster a culture of
information sharing; promote cooperation; and encourages employees to participate in decision
making (Venter et al,).
Participative style of management, people in different position think at the same time about the
same thing, but not in the same way. In contrast authoritarian style of management, people in
senior positions think and subordinates execute (Emmanuel et al.).

2.6.4. Organizational Culture.

Organizational culture affects the way in which people set personal and professional goals,
consciously and sub consciously think; make decision, perform tasks aadminister resource to
achieve them (Lok and Crowford,2003).An organization has a culture of participation if it uses
forms of employee participation permanently, intentionally and preferentially to solve opining
and integration problems effectively and sustainably, thus facilitating the adaptation to altering
environmental conditions (Nerdinger and friedemann,2008).The participation of employees
presupposes an organizational culture that;
 Reflect the broader socio-political imperatives of democracy, inclusive and effective
engagement by all.
 Is supportive of the empowerment of employees by allowing autonomy and discretion in
carrying out tasks,
 Provides an environment that facilitates a commitment to free, open and transparent
exchange of information;
 Encourages effective, tolerant and engaged leadership through necessary reward systems
in order to overcome management resistance to participative structures; and
 Inculcates the requisite values of trust, tolerance, commitment, openness andcooperation
(Venter et al.)

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2.6.5. Training
Gordon (1992) defines training as the planned and systematic modification of behavior through
learning events, activities and programs which result in the participation achieving the levels of
knowledge, skills, competencies and abilities to carry out their work effectively. Training is
important because when employees and management make vital workplace decisions it is of
utmost importance that they have the skills and abilities that are required to make the right
decisions (Konrad, 2006).

2.6.6. Trade union support

Emmanuel in his study emphasize that trade union should be included from the start in initiating,
developing and implementing participative decision making structure in order to ensure
transparency, and hence the success of any participative structures. Venter et al., also adds trade
union might be distrustful of participative structure, perceiving them as an attempt by
management to either dilute their power or to co-opt them in order to influence their activities.

2.7 Effect of Employee commitment and their job satisfaction on Organizational

goal.
Employees who are highly committed to contribute their time and energy to the pursuit of
organizational goal are increasingly acknowdged to be the primary asset available to an
organization (Hunjra, Ali, Chani, Khan and Ramy, 2010).Employee commitment seems to be a
crucial factor in achieving organizational goal success (Irefin and Ali,2014).Employees who are
committed to their respective organization are more likely not only to remain with the
organization but are also likely to exert more efforts on behalf of the organization and work
towards its success and therefore are also likely to exhibit better performance that the un
committed employees. Employee commitment can benefit organization in a number of ways
such as it can improve performance; reduced absenteeism, and turnover there by resulting in
sustained productivity(Dixit et al,).Committed employee is perceived to be one who stays with
the organization even in turbulent times, attends works regularly, protects organization assets and
shares organizational goals(Meyer et al,1997).

2.8 Impact and Benefit of participative decision making.

A participative decision making offers various benefits at all levels of the organization.By
creating a sense of ownership in the company, participative decision making instills asense of
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pride and enhance employee’s job satisfaction, so increase productivity inorder to achieve
organizational goals. Employees who participate in the decisions of theorganization feel like they
are a part of a team with a common goal, and find their senseof self-esteem and creative
fulfillment heightened (Mundi, 2011).Putting decision makingpower as close as possible to the
point of delivery makes that implementation of thosedecisions not only possible but also
successful (Rice, 1987).
Managers who use a participative decision making find that employees are morereceptive to
change than in situations in which they have no voice. Changes areimplemented more effectively
when employees have input and make contributions todecisions. Participation keeps employees
informed of upcoming events so they will beaware of potential changes. The organization can
then place itself in a proactive modeinstead of a reactive one, as managers are able to quickly
identify areas of concern andturn to employees for solutions (Helms, 2006).
According to Sharma,(2003) the benefit of participative decision making are; quickdecision,
enhance quality of decision, increase the responsibility and accountability,enhance transparency
and co-ordination among members, improve quality of work, timesavings, increased flexibility in
working, improve performance ,creative problem solving,enhanced trust among members, shared
responsibility, distributed work, ready to face thechallenges, quick implementation of decisions,
effective utilization of resource andcommunication at all level, good interpersonal relationship
and discipline and amicablesettlement of dispute and acceptance of changes.
Eboli,(2007) also discusses the benefit of participative decision making(PDM) asfollows; the
benefits of PDM found promotion and growth of products and services,diversifying products and
services, supply conditions continuous improvement,increasing individual job satisfaction and
organizational efficiency, increasing job security andcollaboration method, enhancing motivation
and sprit of work, reduced absenteeism andpoor work atmosphere promotion sprit of creativity
and innovation and improvingcommunication between manager and employees their interactions
and relationships.
Azahdel, Chegini and Delshad (2013), the benefit of participative decision making are itleads to
self-discovery and human integrity, improving human capital through educationencourages
provide appropriate strategy for the integration of independent tasks, makes itpossible for
employees to have share in improvement of work performance and low levelof staff will be
responsible for the maintenance and improvement of work processes.

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2.9 Empirical Literature review.
There are no adequate researches on the contribution of participative decision making and its
impactjob satisfaction and towards the organization success. Various research are donefocus on
the relationship between participative decision making (PDM) and with some ofthe results
variables such as performance, environment, commitment, benefit, productivity, job
satisfaction etc. even thoughthe researcher emphasize the participative decision making with
these variables, indirectly they discuss the impact of participative decision making on
employeescommitment towards organization goals. So it is important to discuss these
relatedempirical study’s to know the justified role of participative decision making and its impact
onemployees job satisfaction.
Reinforce the goals, values and priorities, define responsibilities ,limits and expectations , define
decision making process, training program participation, adjusted for organizational
environments ,creating a culture of participation, clarifying structure of participations are
prerequisites that is very important in the success of participatory decision making ,they will
have more likely to hear comments in order to improve the performance of services.
Participation in decision making and the organization also gainsthrough positive impact on
carrying out tasks and performance effectiveness. From the most common one the dimensions of
job satisfaction are environment, organizational culture, personality, Salary, welfare, work
itself,leader behavior,personal growth, interpersonal relationship, and job competency are the
commons.
A synthesis of the above empirical studies showed that participative decision making isenhance
the employees feeling of better-off /recognition, that have direct impact onemployees
commitment and job satisfaction to the organization. The study’s also showsthat the true
motivators of employees is participative decision making and the level orextent of participation
in decision making also determent the level of employeescommitment and satisfaction as well.
A study Conducted Verplanken and Holland (2002) on Indonesian Public Sector Employee
Decision making practice employees‟ participation in the decision making process and his/her
contributions, are appreciated, with the minor contributions being highly appreciated, as well.
This is expected to increase work motivation. Employees who enjoy decision making
participation also feel secure in their jobs and were indirectly motivated to provide the best
possible performance in their job, which reflects their pride and loyalty towards the organization.

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This indirectly shows their commitment towards the organization. The study concludes that, in
Indonesia, where most organizations are highly structured bureaucracies, including state-owned
enterprises, participation, initiated by employees was considered a sensitive topic and remained
invisible until the early 1997.
Cotton (2000) stressed that organizational size was positively related to consultative participation
yet negatively related to delegate participation. Employee involvement in decision making is
found in any type of organization explained that putting decision making power as close to the
point of delivery as possible makes implementation of those decisions not only possible, but
successful. This statement can be correlated to this study, emphasizing participation program
where employees will feel secure, when involved in the decision making process. The
participation program, analyzed in this study, was bringing staff and supervisors/employees and
mid-level managers closer to decision making power. Not only did work motivation increase, but
some respondents stated that the decision taken would be successful because they felt involved
and emotionally secure. The results show that, the more employees are involved in discussion on
recent issues, the more they are aware of the decision making. This result is in line with studies,
conducted by Phillips (1989) and Wang and Noe (2010).
Moreover, a study by Ladd and Marshall (2004) stated that participation in decision making was
important to employees and, along with job satisfaction and affective organizational
commitment, is valued by them. Employees believe they are better off, because of participation
in decision making and the organization also gains through positive impact on carrying out tasks
and performance effectiveness. These research finding supports the position that participation
achieves positive results in organizational commitment. The limitation of this study is the small
number of studied participation programs.
Employees are aware of the participation in decision making, e.g. when they discuss recent
issues with their peers, they feel secure and the communication flows without boundaries and
formal arrangements. Wood and de Menezes (2011) conclude that high involvement
management program contributes to the employees‟ well-being. The findings from the study
prove that when any type of participation program introduced in decision making, employees
feel that by being involved in this participation program, their motivation increases as well.
Watson Wyatt‟s (2007) researched on 946 organizations in 22 countries. The findings showed
that involved employees who are more likely to perform better than employees who are not

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involved. However, Balain and Sparrow (2009) contends that employee involvement relationship
to job performance is over simplified as it implies that higher levels of employee involvements
results in higher job performance but rather they contend that the correlation between employee
involvement and job performance is rather complex to be explained through performance and
that studies only indicate and measure the outcomes of performance rather than the underlying
issues and causes.

2.10 Conceptual Framework.

The above literature shows that there are arguments that support participative decisionmaking
have a positive impact on employees’ commitment. However there are moderating factors
between these variables. The Leadership style is theintervening/moderating variables. There is
always a gap between what is expected and thereality. So organization should leadership style
encourage employees participation foreffective Participative decision making which have great
role in improving employees’commitment.
The conceptual framework below shows that participative decision making has great rolein
improving employees’ commitment towards organization goal, but this is moderatedby the
leadership style. The intervening variables also have an impact on the extent/levelof participative
decision making and hence their organizational commitment.

Source: Adapted from Literature review.

Figure : 2.2 Conceptul Framework

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 CHAPTER THREE

METHDOLOGY

3. Research Methodology
This Chapter will discuss about the research methodology for the study. The populationtargeted,
sample size and sampling technique will explain. Moreover the data collectioninstruments that
will use in the research will elaborate and their applicability will discuss. Finally, brief
descriptions of the statistical techniques use for analysis will also provide. The purpose of this
study will be explore the role of participative decisionmaking and its impact on the employees’
job satisfaction in lemikura sub city woreda nine.

3.1 Research design

Burns and Grove, (2009) define a research design as a blue print for conducting a studywith
maximum control over factors that may interfere with the validity of the findings.Parahoo,
(2006) on the other hand describe a research design as a plan that describe how,when and where
data are to be collected and analyzed. The research designs will descriptive survey. According to
Mugenda (2003), a descriptive survey is an attempt to collect data from members of population
in order to determine the current status of data from members of a population with respect to one
or more variables. So that, research will be a descriptive design research design for describing
research survey helps for fact finding inquiries in order to describe the state of affairs as it is
(Burrows, 2011). The method of research design is special importance for this particular study to
portray the relationship between employee participation in decision making process of the
organization and its impact on their job satisfaction.This is a descriptive type of study therefore
the research methodologyis designed in order to give proper answer for the research questions of
the study. Therefore this study will use descriptive research which will provides answers the
“who, what, when, where, and how” questions (Zikmund, 2003). Furthermore, a research design
willhave structured, will have investigative questions and part of formal studies. The design will
deemappropriate because the main interest is to explore the viable relationship and describehow
the factors support matters under investigation.

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3.2Research approach
Based on the nature of data collection both qualitative and quantitative data analysis method will
apply. Quantitative data will gather through structured questioners and will process to get
descriptive results. Frequency table and percentage will also use to present process information.
On the other hand qualitative data will gather through interview, open ended questionnaires and
document analysis will analyze through organization based on their types and reduction through
summarization and categorization. Therefore the researcher will use mixed approach.

3.3Sources and types of data

The research was conducted based on two types of data sources, which are primary and
secondary data sources.
A primary datawill gather through structured questionnaire (close ended and open ended), and
semi structured in-depth interview. The questionnaires include open ended questions that may
invite them to express their feeling, and closed ended questions that provide alternatives to
choose. The purpose of primary data will use to obtain the opinion ofemployees and managers
related to employee participation in decision-making anddirect observe the Employees
participationa decision situation. It will also collect through interview method of data collection.
The interview will use to collect data from managers and the questionnaire will use to collect
data from employees.Mostly, self administered questionnaires will propose tool for the primary
data collection. Because the time given to conduct this study is short, the researchers will use this
technique to get more data within a short period.
The secondary data will gatherfrom business or strategic plan, books, journals, working papers,
reports and electronicdata (documentaries) and will record by the organization and other experts
prior to the current need of the researcher. Therefore, the researcher will utilize the
organizations, employees, magazines,books, and newspaper of the organization.

3.4Sampling technique and sampling size

Population: A population may be a well-defined or set of people, services, elements, and events,
group of things or households that are being investigated (Ngechu, 2004).Population is the entire
group of people, events, or things that the researcher desires to investigate.

Target is the entire group that you want to draw conclusion about, while sample is the specific
group of individuals that you will collect data from. In this study the population is the whole

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employees or staff members of Lemikura sub city woreda nine those whore will take
consideration in the research.

3.4.1 Sampling technique

Sample is a group of individuals who will actually participate in a research. A sample is made up
of some of the members of the company. Selecting a sample was a fundamental element of the
study.Sampling is a technique of selecting individual members or a sub set of the population to
make statically inference from them and estimate the characteristics of the whole population.The
simple random technique was used to draw respondents from employees of selected districts that
are believed to provide the necessary information for the research. The researcher will use
stratified sampling method to select out a pattern that represents the entire population. This
method is preferred considering that all the target population had the same likelihood of being
chosen. Stratified sampling technique ensures inclusion of small groups that otherwise could also
be omitted entirely by other sampling methods. Stratified proportionate sampling technique will
use to choose the sample (Mugenda, 2008). Stratified proportionate random sampling approach
produces estimates of general population parameters with larger precision and ensures plenty of
representative samples come from a relatively homogeneous population (Chandran, 2004).

The study grouped the population into three stratasbased on the level i.e. managers, middle
level staff and lowlevel staff. From every stratum the study used simple random sampling to
pick a sample of 30% that is 150 respondents. Random sampling often times minimizes the
sampling error in the population (Cooper &Scindler, 2003). This in turn will increase the
precision of any estimation methods used.

According to the collected data from Lemikura sub city woreda nine, the target populations in
woreda nine total employees (N) are approximately 500. Sample (n) of 150 users out of total
population will select. The rule of thumb proposed by Roscoe (1975) suggests that sample size
larger than 30, but less than 500 are appropriate for most research and a random sample size have
to from 25% to 30%. Therefore, here the researcher sample is consistent the above criteria and
the researcher will use 30% of a random sample from the target employees or population.

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3.4.2 Sampling size.
The simple random technique was used to draw respondents from employees of selected districts
that are believed to provide the necessary information for the research.Simple random sampling
was chosen for taking the sample on the grounds that every single observation of the sample has
non-zero chance of being actually included in the sample, and so that bias was eliminated at the
outset. And the selection of any unit did not affect the selection of any other. Therefore stratified
sampling will choose for this research.
In a proportionate stratified method, the sample size of each stratum is proportionate to the
n
population simple random size of the stratum with a common fraction (F p) of Fp = (In a
N
proportionate stratified method the sum of each stratum sample size must be proportionate or
n 150
equal to the simple random sampling size. Since F = = = 0.3. This mean thatn = F*N =
N 500
150 = 0.3*500, n1= F∗N 1 = 0.3*100 = 30, n2= F∗N 2 = 0.3*160 = 48, and n3= F∗N 3 =
0.3*240 = 72. Therefore n1 + n2 + n3 = n. this implies that 30 + 48 + 72 = 150).
Since, this study will have studied under the strata sampling technique, among the total
population of 500employees the research stratum into three employee categories, which will 100
of top levelemployees with a stratified sampling size of 30, 160 will middle level employee
within a stratified sampling size of 48, and 240low level employee within a stratified sampling
size of 72. 

Table 3.1: shows Lemikura sub city woreda nine employees in a strata form with a
random sampling form.
No Employee list in Stratu Percent’s out of Simple random
lemikuraworeda m the total sampling size
population (n)
09
1 Top level 100 20%
employee (N1) 150
2 Middle level 160 32%
employee (N2)
3 Low level 240 48%
employee (N3)

35 | P a g e
 Total (N) 500 100%
(Source: researcher survey).
Table 3.2 employees at lemikura sub city woreda 09strata sampling size
N Employees list Stratum Strata Sample size from a total
o in population(n1, n2, n3 respectively)
lemikurawored
a 09
1 Top level(N1) 100 32
2 Middle level 160 48
(N2)
3 Low level (N3) 240 72
Total target population 500
(N)
(Source: researcher survey).
Even though there are unreturned questionnaire papers still, According to the survey, and
observation result the researcher understand that both female employees and male
employees are dissatisfied by their work. Leaders are also unsatisfied by their leadership
and management style. Employees that are between 18 to 25 in ages are dissatisfied by
their job, between 26 to 35 in age are neutral, between 36 to 45 in age are moderate, and
above 46 are very satisfied.

3.5 Instruments to be use

Since, the researcher uses mixed research approach not only quantitative research tools but also
qualitative research tools will incorporate.Based on the nature of the study, the researcher will
usedescriptive survey, which describes both qualitative and quantitative briefly, so that the
researcher will collect the quantitative data by using document review, interview, observation,
survey and questionnaires, and probability sampling for quantitative data gathering.

The researcher will collect the qualitative data though questionnaires such as, structured, semi
structured and unstructured questionnaires that is open ended questions, interview (one to one),
focus group discussion,observation, record keeping.

36 | P a g e
3.6 Methods of data analysis
Data analysis implies that further transformation of the process of data to look for patterns and
relations among the data groups. After all the require data collects and process, the data
willanalyze and interpret according to their nature. It willanalyze using descriptive data analysis
methods. This method helps to describe, summarize and present quantitative and qualitative data
that will be presented in, table and percentages.
Based on the nature of data collection both qualitative and quantitative data analysismethod
willapply. Quantitative data will gather through structured questioners, interview, survey,and
will process and interpret to get descriptive results. Table and percentage will also use to present
process information. On the other hand qualitative data will analysis by deductive approach that
the data gathers through interview, open ended questionnaires and document analysis will
analyze throughorganization based on their types and reduction through summarization
andcategorization. The researcher will collect the qualitative data though questionnaires such as,
structured, semi structured and unstructured questionnaires that is open ended questions,
interview (one to one), focus group discussion,observation, record keeping.
The deductive approach involves analyzing qualitative data based on structure that is
predetermined by the researcher. A researcher can use the questions as a guide for analyzing the
data. This approach is quick and easy and can be used when a researcher has a fair idea about the
likely response that he is going to receive from the sample population.

3.7Validity and Reliability of the study.

Validity refers to the extent to which an empirical measure adequately reflects the realmeaning
of the concept under consideration (Babbie and Mouton, 2001). However, itappears that validity
seeks to ensure that the findings will really reflecting what willexpect.
Reliability: Babbie and Mouton et.alstated that reliability is a matter of whether a particular
technique, applied repeatedly to the same object, would yield the same result each time. In this
respect, Cooper andSchindler (2001), cited by Muragize (2004), propose that a measure is
reliable to the degree that it supplies consistent results. Then, they assert that reliability is a
necessarycontributor to validity with estimates of the degree to which a measurement is free
ofrandom or unstable error In order to enhance reliability and validity of the study, the researcher
tryto conduct include respondents at all levels within the selected at woreda nine. Reliability is
the operations of the research in terms of data collection, data analysis and so on can be repeated
37 | P a g e
and the same results will obtain. Therefore the researcher will check the validity of the research
by investigating its outcome.

3.8 Ethical considerations

The ethical procedures followed by the researcher are Anonymity of participants isstrictly
ensured. The data that collected for the study is confidential, and is only availableto the
researcher. Participation in this research is purely voluntary. The researcher will be trying to
aware the participant the objective of the research, and their contribution to itscompletion.
To ensure the integrity of data, the researcher will check the accuracy of encoding of thesurvey
response. This will carry out to ensure that the statistical generate from the study will truthful
and verifiable.In order to protect the respondents and the information, which will given, the
researcher will instill the following ethical issues. The researcher will guarantee the
confidentiality of information and will assure them that the information will solely use for
purposes of research. The researcher will employed due respect especially when seeking
audience from the staff, even when persuading them for the information. The researcher will not
force or coerce the respondents to fill in the survey forms as this assist the researcher in getting
the information during the study. As much as the Researcher can, in every aspect the researcher
will tries to humble, conscious and patience and communicate positively with this regards.

3.9 Time frame (Work schedule)and Budget

3.9.1 Time frame

Table 3.3 shows the time frame of the research

R.No Academic activity Date (G.C) Responsible body Remark

1 Preparation of thesis proposal Feb 1-March student 
5/2023
2 Submission of final draft March 06- student 
proposal to advisor with March08/2023
compiled questionnaires
3 Collected feedback from March 09- Advisor and student Not
advisor March14/2023
4 Submission of final proposal to March 17- Advisor, student Not
the program coordinator office and program
38 | P a g e
 and files progress report from March20/2023 coordinator office
at office
5 Data collected and administer March 21- student 
questionnaires March30/2023
6 Data screening, encoding, April 1-april student
entry, generating preliminary 4/2023
analysis and interpretation
7 Writing up of thesis April 5-april student
15/2023
8 Submission of first thesis draft April 16-april student
to advisor 17/2023
9 Time for advisor review, April 18-april Advisor and student
incorporate advisor comments 23/2023
10 Submission of final thesis to April 26-april Student, advisor
program coordinator in hard 30/june and program
copy (2 copies) signed by coordinator
advisor
11 Final thesis defense workshop May 10-may Organized by the
20/2023 PG office

3.9.2 Budgeting

A table that shows the expected costs to be incurred for the accomplishment of each
activity is presented below.

Table 3.4 budgeting of the research

Budget Unit Quantit Cost Total

heading y Cost(Birr
)

Per diem for Perso 01 Self 0

Researcher n

39 | P a g e
 Per diem Perso 01 Self 0
Data n
Collector

Payment for Perso 1 1200 10000

Advisor n 0

Sub-total 10000

Stationary and Equipment

Photo copy Ream 2 1600 1600

paper

Pen Pcs. 15 20 300

Flash disk Pcs. 1 500 500

Transport 1000 1000

Miscellaneou Birr 1500 1500

s

Sub-total 14900

Contingency 10% 1490

GRAND TOTAL 16390

40 | P a g e
 3.10REFERENCES
Agar A. (June:2018) Role of Participative Decision–Making in Improving Employees’
Commitment towards Organizational Goal.
Ahsanullah M.(July 2020) employee satisfaction in decision making and its effect on
jobsatisfaction.
Alemayehu A.(Julay: 2019) Employee Participation in Organizational Decision Making Process
and Its Effect on their Performance:
Lakew H. (August 2018): the contribution of participatory decision making and its impact on
job satisfaction.
Komal Khalid K., Masood T:(March 1966: June 1999) Impact of Employee Participation On
Job Satisfaction, Employee Commitment And Employee Productivity.
Blha M (1920)factors affecting job satisfaction among employees
BayeT: (april 2020) the relationship between employee participation in decision making and job
satisfaction
WWW.(March 15 2023) Factors affecting job satisfaction:

41 | P a g e
 CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

4.1 Introduction
The chapter presents the discussion, analysis and findings from the data collected in the lemikura
sub city woreda nine. The findings may present in percentage, percentage and frequency
distribution, mean and standard deviations. The total respondents’ were150 of them 96 were
male and 54 were female. A total of 150 questionnaires were distributed and 115 were returned.
The remaining 35 questionnaire discarded because of 20 questionnaire were not returned from
respondents at all and the outstanding 15 questionnaire were rejected by researched due to not
fully answered. This represents a response rate is 115(76.67%) out of 100%. This implies that 35
(23.33%) of response rate is not valid.
Table 4.1 Respondents rate
Questionnaires Respondents Percentage (%)
Male = 80 Male = 53.33
Returned Female =35 Female = 23.33
Total returned 115 Total returned = 76.67

Not returned 20 13.33

Not fully answered and 15 10
Rejected by the researcher
Total 150 100
Source: Survey result (2023)

4.1.1 General Background of Respondents

The study discussed background of respondent’s basic demographic characteristic as it can
determine performance of organizational profitability.

Table 4.2 Characteristic of respondents

ITEM Category Frequency Percentage (%)

Sex Male 96 64

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 54
Female 150 36
Total 100
Age Less than or equals to 20 20 13.33
21-30 30 20
31-40 40 26.67
41-50 47 31.33
Above 51 13 8.67
Marital Single 70 46.67
status Marriage 44 29.33
Divorce 26 17.33
Windowed 10 6.67
Education Illiterates 0 0
Junior 6 4
High school 15 10
Preparatory 4 2.67
TVT (diploma) 25 16.67
Degree 73 48.67
Masters 20 13.33
PHD 3 2
Other 4 2.67
Occupation Technical/professional 80 53.33
(positions) Supervisor 30 20
Team leader 20 13.33
Manager 8 5.33
Others 12 8
Experience Less than a year 10 6.67
1-5 years 20 13.33
6-10 years 25 16.67
11-15 years 31 20.67
16-20 years 38 25.33

43 | P a g e
 21-25 years 15 10
26-30 years 10 6.67
Above 31 years 1 0.67
Source: questionnaire, 2023

Based on the above table from 115 total respondents 80 (53.33%) of them were male and the
rest, 35(23.33%) of them were female. With regard to gender issues there were not balance
number of male and female employee.

With regards to the age condition of the respondents, the distribution of frequency and
percentage shows that, 20 (13.33%) of respondents found less than 20 years, which are youths,
30 (20%) respondents found between the age groups of 21 – 30, about 40 (26.67%) of them
found between the age groups of 31- 40, about 47 (31.33%) of them found between the age
groups of 41- 50 on the other hand 13 (8.67%) of them found above 51 years. According the age
distribution of the respondents’ majority of them found between 41-50 years and the minority is
found above 51 years.

With regards to marital status 70(46.67%) of them are single, 44(29.33%) and 26(17.33%) are
marriage and divorce respectively, the rest 10(6.67%) are windowed. According to this regard
the majorities of the employee are single and the minorities’ are windowed.

With regards to educational level of the respondents the data show that, 0 (0%) illiterate, 6(4%)
and 15 (10%) of respondents were found between the education level of junior and high school
completed respectively. 4(2.67%) and 25(16.67%) are found preparatory and TVT level
respectively. 73(48.67%) of them are degree level, while 20(13.33%) are masters. 3 (2%) of
them are PHD level and 4(2.67%) are other level or certificate holders,

With related to occupation 80(53.33%) are technical or professional workers, 30(20%) of them
are supervisors, 20(13.33%) are team leaders, 8(5.33%) are managers and the other12 (8%) are
other positional levels. From this data we can understand that the majority of the employees are
technical workers and the minorities’ are managers.

With related to the employee work experience 10 (6.67%) of them were found below 1 year of
service, 20 (13.33%) of respondent between the service years of 1 – 5years, 25(16.67%) were

44 | P a g e
found between the 6-10 years service, 31(20.67%) found between 11-15 service years,
38(25.33%) found between 16-20 years experience, 15(10%) found between 21-25 years of
service, 10(6.67%) found between 26-30 years of experience, the rest 1(0.67%) were found
above 31 years experience. As the data indicated majority of the respondents were found
between 16-20 years experience and the minorities are found above 31 years.

4.2Extent of Employees participation in decision making

One of the purposes of this study was to examine the extent to which employees individually or
as group participate in decision making. For this purpose, not only the following eight (8) major
decisions making areas, but also some other decision making areas are identified from literature
that shows the extent of employees’ participation in decision making in the organization. In each
of these areas of decision making, employees were requested to give their extent of participation
on the rating scale that varies from Very low to very high or from strongly disagree to strongly
agree or from very poor to excellent.
The extent will explain by the likert scales Rate, which are described in the statement. (1=
Strongly Disagree, 2=Disagree, 3=Neutral, 4= agree, and 5= Strongly Agree. According to the
likert scale principle very poor to excellent or from very low to very high will have the same rat
just like strongly disagree to strongly agree respectively . Below table 4.3, the researcher analysis
the extents of eight major decisions making areas.
The summaries of respondents in each of area of decision making were shows in the Table
below.
Table: 4.3 Perception of respondent regarding the extent of participation in decision making in
Lemikura sub city woreda nine.
No Item Stat. Response rate M S.D
1 2 3 4 5 Total
1 Participation to Freq 12 65 20 12 6 115 2.43 0.99
sets % 10.43 56.52 17.39 10.43 5.21 100
organizational
Mission,
Vision and
Values.

45 | P a g e
2 Participate in Freq 10 74 12 10 9 115 2.42 0.92
Planning
% 8.69 64.34 10.43 8.69 7.82 100
the
organization
activities and
preparing
organizational
budget
3 Determining Ferq 15 49 22 17 12 115 2.67 1.19
the % 13.04 42.60 19.13 14.78 10.43 100
mechanism of
Controlling
and
supervising
plan
implementation
4 Participation in Freq 42 51 9 7 6 115 1.99 0.87
decision
% 36.52 44.34 7.82 6.08 5.21 100
Concerning
organization
policy, rules
and regulations
and the way to
be applied and
executed.
5 Employees’ Freq 18 30 35 20 12 115 2.80 1.21

46 | P a g e
 participation in % 15.65 26.08 30.43 17.39 10.43 100
decision
concerning
employees’
affaire and
disciplinary
problem.
6 Extent of Freq 21 45 25 14 10 115 2.54 1.18
participation
% 18.26 39.13 21.73 12.17 8.69 100
on issue
relating to
work to
influence
managerial
decision
7 Extent of Freq 19 53 27 11 5 115 2.39 1.01
participation % 16.52 46.08 23.47 9.56 4.34 100
to decide on
issue of
strategic
importance
for the
organization as
a whole.
8 Decision Freq 15 49 21 18 12 115 2.67 1.19

47 | P a g e
 concerning % 13.04 42.60 18.26 15.65 10.43 100
with
implementation
of strategic
decision
(such as
acquisition and
deployment of
resource,
allocation of
duties.)

Overall/Grand mean Freq 19 52 21 14 9.00 115 2.48 1.07

% 16.51 45.22 18.59 11.85 7.83 100
Source: questionnaire, (2023)

Key: Freq = frequency, % percentage, 1= Strongly Disagree, 2=Disagree, 3=Neutral, 4= agree,

and 5= Strongly Agree, M = mean,

T h e summation of eac hlikert scale rate value∗its sound values

Mean M = .
total N

1∗its sound value +2∗its sound value+… … … ..5∗its sound value

Mean M = .
total N

SD = standard deviation, where Standard deviation (SD) =√ Variance, where variance = (

(each itemlikert rate value−mean)2
), for sample variance, but variance = (
total (n−1)
2
(eac h item value−mean)
) for population variance. For this study, Variance V =
total ( n )
(each itemlikert rate value−mean)2
),
total (115−1)

48 | P a g e
For the above table, the mean, variance and standard deviation of the first question (I.e
Participation to sets organizational Mission, Vision and Values), Mean =
12∗1+65∗2+20∗3+ 12∗4+6∗5
115

12∗1+65∗2+20∗3+ 12∗4+6∗5
Mean = = 2.43
115

2 2 2 2 2
12(1−2.43) + 65(2−2.43) +20(3−2.43) +12(4−2.43) + 6(5.2 .43)
Variance = = 0.98476
115−1

Standard deviation SD =√ Variance= √ 0.98476 = 0.99

From this collected data the responses are explained here under accordingly. From the 115
responded sound 12 (10.43%) of the respondent were strongly disagree, which mean that the
employees are extremely not participated in the sets of Organizational Mission, Vision and
Values, 65 (56.52%) are disagree which mean that employees not participated in Organizational
Mission, Vision and Values, 20 (17.39%) of them are not justified, only 12 (10.43%) of them
agree and 6(5.21%) of them are strongly agree. Thus the extent of paticipation to set
organizational mission, vision and values is very low, with mean value 2.43, which is below
satisfactory value, with standard deviation of 0.99.
Regarding the second item of the respondent were asked to respond their extent of participation
in planning the organization activities and preparing organizational budget. The response shows
that, Almost 64.38 % of the respondents said that low (disagree) 8.69% of them are responded
very low (strongly disagree), 17.39% are neutral, 10.43% are high or agree, and only 7.86% of
the respondents are highly agree or strongly agree. From this we can conclude that there is low
extent of participation in planning the organizational activities and preparing organizational
budget with the mean value 2.42 which is below moderate value, with standard deviation of 0.92.
Regarding the third item the response of respondent showed that, 42.6% and 13.04% very low
and low respectively, 14.78% were said high, 10.43% said very high and 19.13% were said
medium or neutral. Depend on the analysis ,55.64% of the responded agreed there is low extent
of participation in determining the mechanism of controlling and supervision plan
implementation, with the mean value 2.67 which has below satisfactory value, with standard
deviation 1.19.

49 | P a g e
On the fourth item the respondent were asked to respond there extent participation in decision
concerning organizational policy, rules and regulation and the way to be applied and executed.
The response show that, 44.34% said low and 36.52% were said very low, 7.82% were said
medium, 6.08.0 % and 5.21% were said high and very high. Thus almost 80.86% of respondent
agrees there is low extent of participation concerning organizational policy, rules and regulation,
with mean value 1.99 below moderate value with standard deviation of 0.87.
Regarding the fifth item the responded were asked to show the extent of participation in decision
concerning employees’ affaire and disciplinary problem. 15.65% and 26.08% are very low and
low respectively. 17.39% and 10.43% are responded high and very high respectively. The rest
30.43% of them are neutral or medium. From this, responded item the response shows that there
is low extent of employees’ participation concerning employees’ affaire and disciplinary
problems, with mean value 2.80 which is below moderate value, with standard deviation of 1.21.
The response of participation to decide on issue of employee’s participation on strategic
importance for the organization as a whole shows that about 39.13% and 18.28% are low and
very low of responded agreed on there is low extent of participation, 12.17.0% were said
high,8.69% were said very high and 21.73% medium. Depend on this we can generalize that
extent of participation on issue of strategic importance for the organization as a whole with mean
value of 2.54 which is below moderate value, with standard deviation 1.18.
Regarding seventh item the respondent were asked to show their extent of participation to decide
on issue relating to their work to influence management decision. The majority of respondent
which comprised 62.60 %( 16.52% very low and 46.08% are low) said that low extent of
participation, 13.90% (9.56% and 4.34%) are said high, very high respectively. The rest 23.47%
of them are medium or neutral. From this we can conclude that extent of participation on issue
relating to work to influence management decision with mean value 2.39 which is below
moderate value, with standard deviation of 1.01.
The final item provide for respondent were respondent were to show their extent of participation
concerning with implementation of strategic decision such as acquisition and deployment of
resource, allocation of duties, the response shows that 55.64% (13.04% very low and 42.60%
low) were believed that there is low extent of participation, 15.65% high, 10.43 % very high and
18.26% were said medium. From this we can understand that the extent of employee

50 | P a g e
participation concerning with implementation of strategic decision is low with mean value 2.67
below moderate value which have standard deviation of 1.19.
In general, the extent of employees’ participation in decision making under the sample study was
found to be relatively low. This is because of the fact that 61.73 % (16.51% very low+45.22 low)
of respondent have agreed low extent of participation in decision making. The total calculated
grand mean (M.V=2.48 within S.D =1.07) score of respondents reveals.
4.3 Mechanisms employed by the managements in Lemikura woreda 09 to
ensure employees’ participation in decision- making process

Wilkinson (2005) distinguish the following mechanism of employees’ participation; such as

suggestion schemes, team briefing, regular meeting, problem solving groups, semiautonomous or
autonomous work teams and open mind of managers. These mechanisms of employees’
participation boost human capital with the superiors’ opportunity to have a say in a discussion on
issue concerning them. Employers on the other hand, can gain in results from greater
productivity and quality.
In this study, the 10(ten) variables or items which are practice by successful and effective
organizational managers and these were taken from literature. If these are practiced accordingly
it considered as there is good practice of participation in decision making in the organization and
if it is the opposite it considered as there is no culture or practice of participation in the
organization.
To this end, the respondents were requested to answer their agreement and disagreements on a
five scale ranging from strongly disagree and strongly agree. The data gathered from respondents
for each items were summarized and presented in the table 4.4.
Table: 4.4 Perception of respondents regarding Mechanism employed by Lemikura sub city woreda
nine management to participate employees in decision making.
No Item Stat. Response rate M S.D
1 2 3 4 5 Total
1 Establishing and Freq 12 65 20 12 6 115 2.43 0.99

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 maintaining % 10.43 56.52 17.39 10.43 5.21 100
good employee and
management
relationship

2 Provide freedom to Freq 10 74 12 10 9 115 2.42 1.04

employees to
% 8.69 64.34 10.43 8.69 7.82 100
express their
Opinion.

3 Share Ferq 15 49 22 17 12 115 2.67 1.19

responsibility
% 13.04 42.60 19.13 14.78 10.43 100

4 Provide relevant Freq 42 51 9 7 6 115 1.99 1.08

and current
% 36.52 44.34 7.82 6.08 5.21 100
information to
employees on
Time.

5 Accepting decision Freq 18 30 35 20 12 115 2.80 1.21

made by employees % 15.65 26.08 30.43 17.39 10.43 100
independently.

6 Explaining to Freq 21 45 25 14 10 115 2.54 1.18

employees what is
% 18.26 39.13 21.73 12.17 8.69 100
expected from
them.

7 Allowing team Freq 19 53 27 11 5 115 2.39 1.01

work and group % 16.52 46.08 23.47 9.56 4.34 100
activities.

52 | P a g e
8 Provide knowledge Freq 15 49 21 18 12 115 2.67 1.19
development and
% 13.04 42.60 18.26 15.65 10.43 100
training to
provide skills in
group
decision and
problem solving

9 Rewards and Freq 21 58 13 12 11 115 2.43 1.19

recognition % 18.26 50.43 11.30 10.43 9.57 100
designed to
encourage
employees to
obtain information,
adds skill, take
more decision
making
responsibility.
10 By Freq 23 50 14 12 16 115 2.55 1.30
providing/allowing/ % 20 43.47 12.17 10.43 13.91 100
different type of
employee
participation (such
as
Suggestion boxes,
teams briefing etc.)
Overall/Grand mean Freq 20 52 20 13 10 115 2.49 1.14
% 17.04 45.56 17.21 11.56 8.60 100
Source: questionnaires, 2023
The respondents were asked to show their agreement whether or not there is established and
maintained good employees and management relationship. The response revealed that about
10.43% agree and 5.21% strongly agreed so with sum total of 15.64% of the respondent agreed

53 | P a g e
on the presence of established and maintained good employee and management relationship in
Lemikura woreda nine. On the other hand 17.39 % were undecided, 10.43% and 56.52%
strongly disagree and disagree respectively. 66.95% of them are not agreeing about the presence
of established and maintained good employee and management relationship. From this, we can
understand that there was no good relationship between employees and management in the
organization. The mean values that established and maintained good employees and management
relationship is 2.43 which has under moderate value with standard deviation of 0.99.

Respondent were also asked whether management provide freedom to employees to express their
opinion. About 73.03% of the respondents were disagreed agreed and 16.51% of them agreed on
freedom to employees to express their opinion. The rest 10.43% of the respondents were
undecided. Depend on this 73% of respondent express their agreement on the provision of
freedom to employees to express their opinion in the organization has not been exercised, and its
mean value of 2.42, which has under moderate value with standard deviation of 1.04.
Regarding the third question, the respondents were asked whether the management share
responsibility. About 55.64 % of respondent were not agreed and 25.11% of the respondent s
were agreed, 19.13% of them were undecided or neutral. From this data we conclude that almost
above 50% of respondent were agreed that there is no share of responsibility in the organization.
The mean value of management share responsibility is 2.67 which are under moderate value with
standard deviation of 1.19.
Regarding the fourth question, the respondents were asked to show whether or not the lemikura
woreda nine management provide relevant and current information to employees on time.
11.29% of respondent agreed. 80.95% of the respondents were disagreed, while 7.8% of them
were undecided. Thus the majority of respondent nearly 81% disagreed on relevant and current
information is provided to them. The mean value for this item is 1.99 which has under moderate
value with standard deviation of 1.08.
Regarding the fifth question, the respondent were asked to show their agreement, whether the
management accept decision made by employees independently. About 17.39% agreed, 10.43%
strongly agreed, 30.43% were undecided. 15.65% and 26.08% of the respondents were strongly
disagreed and disagreed respectively. Thus we conclude that around 42.73% of them are
disagreed. Therefore there is no good practice in accepting decision made by employees. The

54 | P a g e
mean value that accepts decision made by employees is 2.80 which have not met moderate value
with standard deviation of 1.21.
Respondent were also asked whether the management explaining to employees what is expected
from them.57.39% were averagely disagreed, 21.7% of them were undecided, 20.86% (12.17%
agree and 8.69% were strongly agreed). This response shows 57.39% of respondent approve that,
the management did not explain to them what is expected from them. The mean value for this
item is 2.54 which are under moderate value with standard deviation of 1.18.
Regarding whether the management allows team work and group activates. 9.56% of them said
agreed, 4.34% strongly agreed, 23.47% of them were undecided, while 16.52% and 46.08%
strongly disagreed and agreed respectively. This shows team work and group activities was not
highly allowed by management, with mean value 2.39 which has moderate value ,with standard
deviation of 1.01.
The eighth question was whether the management provides knowledge development and training
to provide skill in group decision and problem solving .The response shows, 15.65% were
agreed, 10.43% strongly agreed, 18.26% of them were undecided, while 13.04% and 42.60%
strongly disagreed and disagreed respectively. The mean value for this item is 2.67 which is
somewhat approaches to moderate value but not exactly with standard deviation of 1.19.
The ninth question were refer that the presence of rewards and recognition designed to encourage
employees to obtain information, adds skill, take more decision responsibility. About 10.43% of
the agreed and 9.57% of them strongly agreed. On the other hand 11.30% of them were
undecided, 18.26% of them strongly disagreed and 50.43% disagreed. Thus we can understand
that 68.69% of the respondents are disagree and there is full coverage of reward and recognition
designed to encourage employees to obtain information ads skill, take more decision making
responsibility in the organization with mean value 2.43 which has under moderate value with
standard deviation of 1.19.
The final question raised for respondent whether the management providing different types of
employees participation such as suggestion boxes, teams briefing etc. The response shows
10.43% of respondent said that agree, 13.91% of them said strongly agree, 43.47% and 20% of
them disagree and strongly disagree respectively. Almost 24% of respondent agreed on them
were different types of employees participation .with mean value 2.55 which are under moderate
value with standard deviation of 1.30.

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The total calculated grand mean score respondents (M.V=2.49; S.D =1.14) reveals that the
mechanism employed by management to ensure employees participation in decision making
process under study was under moderate.

Source: questionnaire (2023)

Conclusion………….
4.4 Employee Perception on Organizational Of Participative Decisions
Importance
Employee awareness on the necessity of active participation on the organizational decision
making process may help both employees and organizational productivity. In this regard the
study were tried to assess perception of employee regarding organizational participative
management policy. Below respondents view regarding the forwarded question indicated their
level of perception.

According to the study, 76 (66.08%) of the respondents are agree (A) on the employees
commitment towards achieving organizational goal by following the vision mission and values
of the organization. 28(24.34%) of them are strongly agree (SA). 7 (6.08%) of them are neutral
(N), and the rest 4(3.47%) are disagree (DA).
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With regarding to the organizational structure 64 (55.65%) are disagree, 15(13.04%) are strongly
disagree, 20(17.39%) agree, and the rest 16(13.91%) are neutral.

With regarding to leadership behavior and management rationality 55(47.82%) are strongly
disagree, 22(19.13%) are disagree, 25(21.74%) are agree, 10(8.69%) strongly agree, and the rest
3 (2.60%) are neutral.

With regarding to work place and environment 40 (34.78%) are agree, 25 (21.74%) are strongly
agree, 35(30.43%) are disagree, 15(13.045) are neutral.

With regarding to benefits 30(26.08%) are strongly disagree, 60(52.17%) are disagree,
11(9.56%) are neutral, and the rest 14(12.17%) are agree.

According to the survey result the 55% of decision making held by the management or
managers, 25% and 14% are held by team leaders and supervisors respectively and the rest 6%
chances are given to employees to participate in the organization decision making process.

Source questionnaire (survey, 2023)

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Figure shows the participatory decision making level

Fig 4.1 employee perception regarding organizational benefit of involvement of decision making

As implied from the above results, even though large number of respondents accounted for 52%
perceived employee participation as good manners, however, there are still employees that didn’t
have positive attitude on employee participation of the organizational decision making process.
Accordingly, respondents accounted for 19% and 29% respectively perceived that, participating
on organizational decision making create additional burden on employee, while some of them
also perceived that, participating on organizational decision making weaken management
practice.

4.5 Areas of employee participation on the organization decision

There are several areas that employee in the organization engaged in participating over the
organization decision making practice, accordingly the study were assessed organizational
employee of the study enterprise, where mostly they participated, such as, top management level,
Middle Management Level, Lower Management Level, in all level. Accordingly respondents
view implied below in the fig as follow:

Fig 4.2 Respondents view regarding employee participation of decision making level
 Source: questionnaires, 2023

As implied from the figure above, large representative of employee 60(52.17% in the
organization is not participated at all. 20 (17.39%) are participated in the low level management,
15(13.04%) of the employee are participated in the middle level management, 8(6.95%) of them
are participated in the top management level and 12(10.43%) of them are participated in all
levels.

4.6 Organizational management Consider employee opinion on Decision

making
An organization that consider employees view before deciding organizational activities, may
help the organizational activities in several manners, such as, in creating consensus and willing
employee over the activities, in receiving several opinions and enriched knowledge, and
responsible employee. In this regard the studies were forwarded a related question to assess
employee view whether the organization managements seek employee opinion or not before the
management decides over several activities. According, respondents implied their response as
follow:

2|Page
Fig 4.3 Employee response over the organization management consideration of employees view

Sources questioner, 2019

As implied from employee respondents, 55% of them implied that, managements didn’t consider
employees view before they decide organizational activities, while, 20% of the respondents, indicate
the organization consider small amount of employee before the decision making process, however,
25% of respondents, didn’t have now how whether decisions consider organizational employee views
or not.

4.7 Organizational Management styles

Most organizations follow their own management style for their work proficiency. Few of the
follow participatory management style whereas many of them follows autocracy management
style. Others may follow transformational management style lasses-faire management style.

3|Page
 Source: questionnaires, 2023

With this point of view, 48% of them are responded that the organization follows autocracy
management, 25% of the said that the management style is not clear, 11% of them were
responded that the management follows participatory management style, 11% of them were
believe that they follow transformational leadership style, and only 5% are responded as the
management follows lasses-fare management style. Following the respondents’ cumulative
perception the management style average sound goodness and badness are analysis as shown
below the chart.

4|Page
 Source: questionnaires, 2023

From analysis we can understand that only 5% were said the organization was excellent
in the management style, 11% of them said it is found as very good, 17% were at
good,40% of them is said that the organization is poor and 6% are very poor level.

Respondents are agree by the following sounds weather the organization have a
predetermined procedural participatory decision making or not yet.

5|Page
 Source: questionnaires’, 2023

From this responded data we can understand that, 48% of them were agreed by their
disagree, so that the organization have no predetermined procedural participatory
decision making process, 12% of them were strongly disagree, 22% are medium or
neutral, 11% are agreed, and only 7% of them were strongly disagree. This shows that
most of the respondents 60% of them are at the level of disagreement.

Measurements the organization takes to enhance participatory decision

making.

Respondents responded the action or measurements weather the organization takes any
measurement or not yet. According to the survey, 43% of them are agreed by their strong
disagreement that the organization are not take a multiple opinions, 14% were disagree
that the organization is not provide information to the employee, 20% of them were
unclear, 10 of them are agreed that they follow adds one more creative idea in each step,
and only 17% of them were responded that strongly agree that the organization take any
necessary action to enhance the participatory decision making. In general most
respondents about 57% were said that the organization did not take any measurement to

6|Page
enhance the participatory decision system.
4.5 Challenges associated with employee PDM
The quality of participative decision making is challenged by different situational factors.
According to Machination and Armstrong (1984), cited by Muragize (2004), the challenges
associated with employees participation in decision making, among them lack of contribution
rest more with management being either Unwilling or unable to allow employees any realistic
involvement in participation system. Managers may consider themselves to be better at decision
making than their subordinates, or they may feel that subordinates have no right to exercise
influence over decisions or disrupt traditional prerogative. Ali and Manchungwa (1992) in their
study mention the following challenges of participative decision making process, inadequate
understanding among the workers of their new roles in the management and business operations
of their company and there was a lack of interest ,initiative and initiation and continued support
for participation.
To identify the challenges found in selected sample study districts, the researcher taken nine (9)
major challenges from literatures and the challenges of participation in decision making were
identify by taking inconsideration the respondents’ perception of the selected district for this
study in the organization and trying to determine whether or not certain factors and
organizational situations are perceived by respondent as challenges to participation in decision
making process. To measure this, respondents were asked to express their extent of agreement
the linkert scale ranging from strongly disagree, disagree, Undecided, Agree and strongly agree,
about each of the suggested factors and organizational situation. The results are summarized in
the table 4.5 below.

1. Please show the extent to which you believe the lemikura sub city woreda point of
employee participation in the decision making process and their contributions. Since it is
perception, the feature will describe in the statement. (1= Strongly Disagree, 2=Disagree,
3=Neutral, 4= agree, and 5= Strongly Agree).
Table: 4.5. Perception of respondents regarding Challenges associated with
employees Participation in decision making.

No Item Stat. Response rate M S.D

1 2 3 4 5 Total

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1 Employees low Freq 12 65 20 12 6 115 2.43 0.99
level of % 10.43 56.52 17.39 10.43 5.21 100
concern/willingnes
s
Or commitment.
2 Lack of trust Freq 10 74 12 10 9 115 2.42 1.04
between employees
% 8.69 64.34 10.43 8.69 7.82 100
and management.

3 Lack of Freq. 15 49 22 17 12 115 2.67 1.19

Management
Commitment to % 13.04 42.60 19.13 14.78 10.43 100
Involve and their
behavior
4 Employees’ beliefs Freq 42 51 9 7 6 115 1.99 1.08
that decision
% 36.52 44.34 7.82 6.08 5.21 100
making is not their
responsibility.

5 Managers’ beliefs Freq 18 30 35 20 12 115 2.80 1.21

that decision % 15.65 26.08 30.43 17.39 10.43 100
making is their sole
responsibility.
6 Lack of Freq 21 45 25 14 10 115 2.54 1.25
participative
% 18.26 39.13 21.73 12.17 8.69 100
Management style
structure or culture
of the organization.
7 Lack of available Freq 19 53 27 11 5 115 2.39 1.01
resource (time, % 16.52 46.08 23.47 9.56 4.34 100
information,
materials, etc.)

8|Page
8 Fear of taking risks Freq 15 49 21 18 12 115 2.67 1.20
by employees
% 13.04 42.60 18.26 15.65 10.43 100
themselves

9 Managers concern Freq 15 30 35 18 17 115 2.93 1.24

of their power and % 13.04 26.08 30.43 15.65 14.78 100
authority is
weakened.
10 Work place or Freq 12 17 26 40 20 115 3.34 1.23
environment % 10.43 14.78 22.60 34.78 17.39 100

11 Lack of benefits Freq 25 40 17 21 12 115 2.60 1.30

% 21.74 34.78 14.78 18.26 10.43 100
Overall/Grand mean Freq 19 46 22 17 11 115 2.61 1.16
% 16.12 36.60 19.68 14.86 9.56 100
Source: questionnaires, 2023

Table: 4.5. Deals with employees’ response in each item concerning the challenges associated
with participative decision.

For item one, the respondents were asked whether agree or not employees low level of
concern/willingness or commitment to participate in decision making affect PDM. The finding
indicate that ,about 10.43% of respondent were strongly disagree and 56.52% them were
disagree on the presence of employees low level of concern/willingness of employees as a
factors affection PDM.

While 10.43% and 5.21% of the respondent were agree and strongly agree respectively in the
presence of low concern of employees for PDM. The mean value were 2.43 below moderate
value, with standard deviation of 0.99.This indicate that respondent were agree that employees’

9|Page
low level of concern /willingness is not a great challenge for participatin in decision making
process.
Concerning lack of trust between employees and management as a challenge for PDM.
The response shows that, 24.0% and 32.7% of respondent strongly disagree and disagree about
the lack of trust between employees and management as a challenge for PDM.
While 15.8 % and 8.2% of them believe that there was lack of trust among employees and
management. This revealed that respondents agree on there was no lack of trust between
employees and management with mean value 2.52 which has below moderate value with
standard deviation of 1.242.
The respondents were also asked whether lack of management commitment to involve affect the
PDM. The larger numbers of respondents (37.7%) accept the fact that lack of management
commitment to involve was affecting PDM. On the other hand 11.2% and
25.0% of them were strongly disagreeing and disagree on the existence of lack of management
commitment to involve. The mean value of this item is 3.06 which has moderate value with
standard deviation of 1.247 .Thus we conclude that lack of management commitment to involve
was one of impediment for PDM practice in HT.
Item four, respondent were asked to show their level of agreement whether or not employees
beliefs that decision making is not their responsibility is one factors affection PDM in the
organization. The response shows 35.2% of them were strongly disagree, 23.5% of them were
disagree. On the other hand 21.9% and 16.3% of them were agreed and strongly agree on
employees belief the decision making is not there responsibility which has strong influence on
PDM process. In overall 59% of respondent stand in the opposite side than employees belies that
decision making is not their responsibility, thus it was not considered as challenge in PDM
practice of HT. The mean value of this item which has below moderate value with standard
deviation of 1.532.
Respondent were also asked whether or not on Mangers beliefs that decision making is their sole
responsibility, the response reviled that about 57% of respondent agreed that
Management beliefs that decision making was their sole responsibility and 13.8% and
19.4% of the respondent strongly disagree and disagree. From this finding we can conclude that,
the management beliefs that decision making is their sole responsibility was affection decision
making process in HT. The mean value of this item is 3.31which has moderate value with
standard deviation of 1.363.
In the case of Lack of participative management (PM) style or culture in organization, the
response shows that, about 76% of respondent disagree on lack of PM style or culture in
organization is as factors affection PDM in HT. However 14.8% and 10.7% of the respondent
agree and strongly agree respectively. Thus Lack of PM style or culture in organization is not
challenge for PDM in HT, with the mean value 2.20 which has below satisfactory value with
standard deviation 1.395.
Regarding seventh item, the respondent were asked whether or not lack of available resource
considered as factors affection PDM in HT. Most of them (69%) believe that it was not and 30%
of them were agreed on lack of available resource was factors affection PDM practice in HT.
The mean value of the item was 2.39 which has below satisfactory value with standard deviation
of 1.458.

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The respondent were also asked whether agree or not about fear of taking risks by employees
themselves was affect the PDM. Almost all respondent disagree on the fear of taking risk by
employees themselves was not factors affection PDM in HT. The mean value of the item is 1.74
which has very poor value with standard deviation 0.827.
Finally the respondent were asked to show whether they agree or not on managers concerns of
their power and authority is weakened. About 39% of respondent agreed and strongly agreed that
the concern of managers their power and authority is weakened was one the challenge of PDM in
HT. While 31% of the respondent were disagree and strongly disagree. From this it possible to
conclude that the managers concern of their
power and authority is weakened were the other challenge of PDM process in HT. The
mean value of this item was 3.02 which has moderate value.

Further the respondents were asked to add if there is other challenges related to
employees’ participation in HT. Most of respondent provided the challenges they
perceive that hinder the practice of participative decision making, however there only the
matter of expression that item proved in the questioner part.
But some respondents were give other challenges which can deter the PDM process in the
origination. The following were among others, ignorance of employees input in some
cases, Work load (busy schedule), lack of leadership quality, Redundancy of agenda,
much of criticize (disapproval), and lack of to the point discussion, lack of mutual
understanding, decision passed based on intimacy/biasness/ were raise by respondent.

4.6 Level and status of Employee Participation Influence on The organization

Decision making
The study also assess employees level of participation, and the extent of their influence on
several issues of the organization, such as, their influence on short term decision, long term
decisions, like allocation of tasks, method of accomplishing tasks, use of equipment‟s as well as
arranging discussing time and respondents view were presented as follow:

Table 4.3The extent of employee influence on organizational activities

No Item Stat. Response rate M S.D

1 2 3 4 5 Total
1 PDM positively Freq 12 65 20 12 6 115 2.43
affects the way I do % 10.43 56.52 17.39 10.43 5.21 100
my work.

2 PDM enables me to Freq 10 74 12 10 9 115 2.42

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 share % 8.69 64.34 10.43 8.69 7.82 100
responsibility with
the
managers for
success of
HT goal.
3 PDM increase my Ferq 15 49 22 17 12 115 2.67
sense
of belongingness % 13.04 42.60 19.13 14.78 10.43 100
by
boosting my
commitment, thus
leading to increase
my
productivity to HT.
4 I am willing to put Freq 42 51 9 7 6 115 1.99
in a
% 36.52 44.34 7.82 6.08 5.21 100
great deal of effort
beyond that
normally
expected in order
to help
HT to be successful
5 This organization Freq 18 30 35 20 12 115 2.80
really inspire the % 15.65 26.08 30.43 17.39 10.43 100
very best in me in
way of job
performance.
6 I am satisfied with Freq 21 45 25 14 10 115 2.54

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 my % 18.26 39.13 21.73 12.17 8.69 100
working conditions
in
HT.
7 I would be very Freq 19 53 27 11 5 115 2.39
happy % 16.52 46.08 23.47 9.56 4.34 100
to spend the rest of
my
career in HT.
8 Freq 15 49 21 18 12 115 2.67

% 13.04 42.60 18.26 15.65 10.43 100

9 Freq
%

10 Freq
%
Overall/Grand mean Freq 19 52 21 14 9.00 115 2.48
%
Source

Conclus…….

Regarding analysis of the response of respondent, the mean value and standard deviation
were considered for each of the question of commitment. From this we can understand
that the highest mean value was 4.35 for the questions that, PDM positively affects the way
I do my work, with standard deviation 0.673, this is the highest determinant factor of
commitment, whereas the minimum mean value but the still the highest mean value was
4.13 for the question that, I am willing to put in a great deal of effort beyond that normally
expected in order to help HT to be successful , with standard deviation 0.957.

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The total calculated grand means value score of all questions to evaluate commitment is
4.24 and with standard deviation of 0.673. From this it is possible to conclude that PDM
has high effect on employees’ commitment in Hidasie Telecom (HT).
The finding of this study is in agreement with that of previous research by Wilkinson and
Dundon, 2010.Their study also argue that participative decision making create a
psychological ownership and attachment towards the organization and enhance employee
commitment.

Mutambara et.al (2016) also find that participation of employees in decision making
process and their involvement in organization change plans and goals setting have
positive impact on the employees’ commitment towards the organization. Involving
employee participation leads to higher employee performance and organizational
commitment in general.
Similarly, Abdulai and Shafiwu (2014) found that allowing all employees to participate
in decision making is best and help increasing commitment level of employees as well as
promoting creativity and innovation in the organization .In the study, Employees were of
the view that they want to be part of the team in the organization with regards to short
term participation, even though the time involve for the participation of employees is
limited, employees feel committed since they are recognized.

Based on the above table respondents view 33% and 40% respectively indicate that employee
were not influence on short-term decisions related to allocation of tasks, whereas, 13% and 8%
respectively on their agreement they influence organizational decision regarding allocation of
tasks. Similarly as implied by 16(21%) and 28(38%) respondents level of disagreement,
influence of employees on short-term decisions related to choice of method of working were not
allowed. The study also implied that, large amount of respondents accounted for 25(33%)and 29
(39%) also assured that, the influence of employees on short-term decisions related to choice and
use of equipment and machines were little. Finally, the study was assess employee view
regarding their influence over the organization decision over several issues by bargaining at the
regular meeting, accordingly, respondents 12(16%) and 31(41%) in their disagreement implied it
was difficult to influence top management ideas in the meeting, however, some of the issues
were changed by employee influence as implied by 24% and 8% respondents agreement level.

 Improve communication,  build trust,  empower to be committed and achieve

organization success,  increase employee morale and enhance the productivity, 
maximize view point and give diversity perspectives  satisfaction on job

14 | P a g e
4.7 Satisfaction of employee over their participation on the organizational
decision making process
Based on the concept in this section the study were assessed employees levels of satisfaction
over their organization involvement in decision making process. In this regard the study were
tried to measure respondents level of satisfaction through related questions and their view
indicated below in the table

Table 4.4 Respondents level of job satisfaction on their organization decision making

No Questions Stat. Response rate

1 2 3 4 5 Total M SD
1 I talk up this Freq 21 39 15 20 20 115 2.82
organization % 18.60 31.30 13.04 17.39 17.39
to my friends
as a great
organization
for giving
recognition
2 I would Freq 23 43 18 20 11 115 2.60
accept almost %
any type of
job training
to enhance
skill and
knowledge
3 The Freq 31 38 22 20 14 115 2.80

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 organization %
really inspires
that very best
in the way of
job
performance
4 I really care Freq 16 29 14 36 20 115 3.13
about the %

image of this
organization
since I am
happy
working their
5 This Freq 12 20 22 46 15 115 3.28
organization %

deserves my
loyalty
6 I would very Freq 29 24 36 13 13 115 2.88
happy to %

spend the rest

of my career
with this
organization
7 The Freq 26 47 15 12 15 115 2.50
organization %

pay benefits
Overall/Grand mean Freq
%
Source

16 | P a g e
As implied from the above respondents view 11% and 45% respondents respectively implied
their disagreement the organization is great for work condition, whereas respondents accounted,
25% and 15% agreed as the organization is great and they are ready even to promote for their
relatives. The study also implied respondents less commitment such as a respondents accounted
for 24% and 25% disagreement implied their less commitment to accept any types of job
assignment in order to keep working for the organization, while, 43% and 4% respondents
implied the reverse in their agreement. Still, 8% and 4% respondents of the study implied the
organization didn‟t inspire them in several activities of participating employee, on the other hand
32% and 13% of the employee satisfied by the activity, respondents accounted for 27% and 54%
still implied their less commitment on the future fate of the organization and they are not happy
to spend the rest of my career with this organization.

Generally, employee was dissatisfied and demotivated by their limited activities of

organizational decision making process and lack of sense of ownership and belongingness.
Therefore even if the some percentage of respondents are somehow satisfied by their
participation on some organizational decision making process however, majority of the
respondents were not satisfied.

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4.8 Organizational Performance
The study under this section sought the effect of employee participation on organizational
performance. In the previous section the study were tried to assess, employee perception ,
organization commitment and strategy of organization to involve and participate employee in the
organizational decision making process, level of degree of employee influence over the
organization decision making practice and the effect of those activities on employee
commitment. However, in this section the study tried to analyze the effect of employee
participation on organizational performance. Accordingly, the study provides several related
questions and respondents forwarded their view as follow:

Table 4.5 the effect of employee participation on Organizational performance

No Questions Stat. Response rate M SD

SD D NW A SA Total
1 The organizations Freq
performance’s over %

the past five years

has been good
compared with
others
2 The organization has Freq
the ability to attract
%
and retain essential
employees.

3 The performance of Freq

my organization in %
marketing its
products is good
4 Competitive %
position of the %
organization has
greatly improved.

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 5 The profits of the Freq
organization have %

consistently
increased.
6 The firms overall Freq
market share has %

always increased.
7 Freq
%
8 Freq
%
9 Freq
%
Freq
%
Source

As implied by 60% respondents disagreement The organization„s performance over the past five
years has not been good when it compared with others same organization, accordingly, some of
the employee implied that, Yes food and beverage manufacture plc was former starter when it
compare with others, however, its growth and involvement level of employee was not modern as
its age, accordingly, 63% of respondents in their disagreement implied the organization ability to
attract and retain essential employees were decreased, in this regarding respondents accounted
67%, 56%, 65% and 62% respondents respectively on their level of disagreement implied that,
the organization decreased its marketing products, competitive position, profit and market
sharing. Therefore, the study implied that, lack of employee participation over the organizational
decision making process demotivated employee of the organization intone their potential
activities negatively affect organizational performance.

19 | P a g e
 SIGNIFICANCE OF PARTICIPATING IN DECISION MAKING

2. What are effects or significances of employees’ participation in decision-making on their

commitment towards organizational goal and their job satisfactions?
 Improve communication,  build trust,  empower to be committed and achieve
organization success,  increase employee morale and enhance the productivity, 
maximize view point and give diversity perspectives  satisfaction on job

20 | P a g e
 CHAPTER FIVE

CONCLUSION AND RECOMMENDATION OF THE STUDY

5.1 Summery of Finding‟s
The major objective of the study was to assess employee participation of organizational decision
making the case of Lemikura sub city woreda nine. The study assessed four major areas such as,
to find out the extent of employees participation in organizational decision making practice,
mechanisms employed by the lemikura sub city woreda nine management to ensure employees
participation in decision making process, to identify factors or challenges which affect decision
making process, and to understand the effect or impacts of employees participation in the
decision making process for their satisfaction and organizational performance. Accordingly the
major findings summarized as follow:

Regarding perception of employee on the importance of their participation in the organizational

decision making process 52% respondents perceived in a good manner, while the rest have not
extended awareness. The study were also assess status of employee who participated in the
organization decision making process in this regard 39% of them engaged at lower department
function, 19% from middle management, however, employee accounted for 20% didn‟t
participate on the organizational decision making at all level. Though considerable amount of
employee participated from lower level, however, 54% employee implied managements didn‟t
consider employees view when decision took place. The study were assessed whether, the
organization provided employee feed backing mechanism or not accordingly, 27% and 52%
respondents implied strongly disagree and disagree, which means the organization didn‟t have
consistent employee feed backing mechanism over activities that may need decision, however,
small number of respondents accounted for 16% the organization accept their feedback in several
activities.

The study implied that, lack of employee participation over the organizational decision making
process demotivated employee of the organization intone their potential activities negatively
affect organizational performance.

Generally, employee was dissatisfied and demotivated by their limited activities of

organizational decision making process and lack of sense of ownership and belongingness.

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Therefore even if the some percentage of respondents are somehow satisfied by their
participation on some organizational decision making process however, majority of the
respondents were not satisfied.

5.2 Conclusion of the Study

Based on the findings the study concludes the following major points: Regarding employees
perception of participation on decision making was good, however, there were still employees
that didn‟t have positive attitude on employee participation of the organizational decision
making process some of them believed participating on organizational decision making create
additional burden on employee, while some of them also perceived that, participating on
organizational decision making weaken management practice. Therefore, the study conclude
that, employee lack of awareness over the benefit of participating on organizational decision
making process affect both the employee benefit as well as organizational performance.

Regarding employee representativeness of the organization decision making practice the finding
implied that, large proportion of employee somehow participated in lower management levels, ,
however, there small proportion respondents who were not participated as much in the
organization decision making practice. Regarding employee‟s opinion and feedback, 54%of
respondents implied management didn‟t actively encouraged employee to give their opinion and
feedbacks, before they decide organizational activities. Regarding organizational commitment
and strategies to participate employee the finding implied that, lack of clear rule and regulation,
lack clear shared vision and lack of training weekend the organization activities.

Regarding the extent of employee influence on the organizational decision making the finding
implied that, employee were not influence on short-term decisions related to allocation of tasks,
choice of method of working, of equipment and machines were little.
Regarding commitment ad motivation employee participation over decision making most of
employee were dissatisfied and motivated by their limited activities of organizational decision
making process and lack of sense of ownership and belongingness. Therefore even if the some
percentage of respondents are somehow satisfied by on their participation of the organization
decision making process, however, majority of the respondents were not satisfied on their
participation of organizational decision making process. The study implied that, lack of

22 | P a g e
employee participation over the organizational decision making process demotivated employee
of the organization intone their potential activities negatively affect organizational performance.

5.3 Recommendation
In this study, some recommendations have been made toincrease the importance and benefits of
employee's participation indecision making and its recognition.
Managers should put more effort in encouraging their employees to come up with suggestions
and useful decisions and endeavor 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.

The organization should endeavor to create a clear-cut understanding and notion of the concept
of participative decision making to avoid confusion and clashes of interest between the
employees and the managers.
More importantly is that the main objective of any scheme for participation should be specific
and exact in any organization that care to enable workers recognizes the areas their suggestions
and opinions are most needed.

Considering the importance and benefits of participative management especially in the growth
and stability of an organization, time and money investment on it should be made properly and
wisely to avoid regrets.
Finally, the researchable aspects of the concept of participative decision making have not been
exhausted in this work. Therefore suggestion is being put forward for further research into the
concept of participation especially in the area of problems that limit or jeopardize the practice of
participatory management.

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