1

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Employee participation is creating an environment in which people

have an impact on decision and actions that affect their Jobs. Employee

participation is not the goal nor is it a tool, as practiced in Nigeria public

sectors. Rather, employee participation is a management and leadership

philosophy about how people are most enabled to contribute to

continuous improvement and the ongoing success of the public sectors.

Gostell L. (2003) defines the term decision making as a choice

process, choosing one form among several possibilities. This depicts a

course of behaviours about what must be done or vise versa. Decision

however translated into concrete action. Planning enendere decision

guided by company policy and objectives, policies, procedures and

prgrammes.

The aim of decision making is to channel human behaviours

towards a future goal. According to Kospraw (2001) Decision-making is

however one of the important activities of management. It has been the

pre-occupation of all management of multifarious organization to multi-

 2

national corporations. Managers often consider decision making to be

the heart of their job in that they must always choose what is done, who

will do it, when, where and most of the time how it will be done.

Traditionally, managers influence the ordinary employers and

specifically their immediate subordinate begun to provide information on

the types of programme that exist, their structure and their effects on a

variety of social-psychological, production and economic issues in the

public sector. To date, little is known about the financial condition of the

Nigeria public sector with employee participation in distress and has

been effective in restoring financial health.

Decision making is however, one of the most activities of

management. It has been the pre-occupation of all the management of

multinational corporations (Appleby, 2011).

The basic concept involves any power-share arrangement in which

workplace influence is share among individuals who otherwise

hierarchical unequal’s, such power-sharing arrangements may entail

various employee involvement scheme resulting in co-determination of

working conditions, problem solving and decision making.

 3

It is in the context the researcher wishes to assess the “Impact of

employee participation in decision making and its impact on productivity

using Ministry of works, Uyo as a case study.

1.2 Statement of the Problem

There have been a lot of controversies as the whether an

employees should participate in managerial decision making or not.

Some writers argued that employees should contribute in making

decision more especially where it affects them or their jobs. Presently,

managers of organization do not allow their staff to participate in

decision making due to the fact they think their ideas are not useful

since they are employees. These issues raise the concern of the

researcher.

1.3 Objectives of the Study

The objectives to be achieved at the end of this study are as

stated below.

1. To identify the impact of employee participation in decision making

to (a) Individual employee (b) the organization

2. To determine the how employee participate in decision making

3. To identify the factors that influence employee’s participation in

decision making.
 4

4. To find out how employees participation in decision making lead to

the public sector.

1.4 Research Questions

1. What are the impacts of employee participation in decision making

to (a) individual employee (b) the organization?

2. How does employee participate in decision making?

3. What are the factors that influence employees’ participation in

decision making?

4. How does employees participation in decision making lead to

public Sector?

1.5 Scope/Limitation of the Study

The research work focuses particularly on the impact of

employee’s participation in decision making in public sector using

Ministry of Works, Uyo as a case study.

Limitations of the Study

In the process of carrying out this research, the researcher was

confronted with many challenges and limitations which are as follows:

 5

Poor network for internet access, unavailability of good libraries to

gather information, time constraint, inadequate finance and the poor

attitude of most staff towards provision of the information needed.

1.6 Significance of the Study

This research work will be relevant to the managers and

employees of the ministry by knowing that their participation and help in

decision making is very necessary in every public sectors.

It will also help the staff in the organization to maintain a quality

work life, which will provide an opportunity for employee’s job

satisfaction and self actualization.

Finally, this work is also beneficial to other ministries in the

secretariat and also important to the government and other researchers

who might undertake research in this area.

 6

1.7 Definition of terms

Decision making: The selection form among alternative a course in

action.

Management: Management can be defined as an art or science of

achieving the objective of a business in the most efficient way. It is

made up of top and middle level management. Top management and

middle level management. Top management includes: Share holders,

Board of Directors, Managing Directors or the Chief Executive/General

Manager above department level. Middle level managers include: level of

department managers, deputy and assistance managers.

Ministry of Works: This is an organization that is owned and managed

by government.

Public Sector: This is the part of an economy that is controlled by the

state.

Employees Participation: This is creating an environment iin which

people have an impact on decisions and actions that affect their jobs in

the organization.
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CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction

This chapter deals with the review of related literature; it is reviewed

under the following headings;

2.1 Concept of employee participation

2.2 Factors that influence employee participation in decision making

2.3 Forms of employee participation

2.4 Different Needs for Participation

2.5 Views expressed concerning Participation

2.6 Constraints to employee participation

2.1 The Concept of Employee Participation

Decision making permeates all aspects of the management

process. To every manager therefore, notwithstanding his/her level in

the organization, the importance of decision making can never be over

emphasized. So also is the need for participation of employees in such

managerial decision. Employee participation may be thought of as the

growing and receiving of information, advice and suggestions and the

sharing of experience among members of an organization. In

management, it particularly applies to allowing employees to have a

voice in shaping directly or indirectly what affects them. It therefore can

 8

be seen as a sharing process among managers and employees.

However, in the process of sharing, employees must be able to display

an upward exertion of control over management decisions.

According to Salamon, M. (2002), points straight away to this

difficulty and acknowledges that employee participation is a term

capable of at least three different meanings. In one sense,

According to Salamon (2002:p5) employee participation can be

seen as a socio-political concept or philosophy of industrial organization,

and in this sense it is more appropriately termed "workers control" or

"industrial democracy", since employee self-management or control is

the objective. A second use or meaning is as a generic term

encompassing all processes and institution. The widest interpretation of

this includes the whole spectrum of management - employee

relationships from simple information giving by management through to

workers control. The third interpretation of the term employee

participation which Salamon identifies is one which seeks to distinguish

it from the traditional process of collective bargaining and the subject

matter of that bargaining. It is defined as a philosophy or style of

management recognizing both the need and right of employees to be

involved with management in processes which extend employee

influence into, new” areas of organizational decision making and which

 9

are less distributive" in their concerns and orientation, and more

concerned with the joint determination and resolution of problems.

There are four different perspectives or models of participation

which

Includes:

i) One which emanates from a belief that participation

enhances job satisfaction.

ii) A second which believes that participation, or perhaps more

specifically involvement programmes will enhance committee and

that commitment leads to enhanced performance.

iii) A third approach links participation with enhanced co-operation and

reduced levels of conflict.

iv) The fourth approach links real participation to those situations in

which there is some actual transfer of control from management

to labour and tends to dismiss much ,,participation" as no more

than cosmetic or a sham.

2.2 Factors that Influence Employee Participation in Decision

Making

There are generally three (3) principal factors that influence the

concept of participation. These are:

 10

1) The Organization: For effective participation to take place, the

organization must provide a psychological climate conducive for

participation. This means first, that it must initiate and encourage a two

way flow of information. If information is directed only one way down,

there is no meaningful exchange between management and employees

that can take place, secondly, the organization's attitude towards its

employees to participate effectively.

2) The Manager: As a way of encouraging effective employee

participation in decision making the manger must operate a two-way

communication flow. His efforts to encourage participation must be

sincere and the freedom he can allow employees in making decision

concerning work in his department must not exceed the guidelines

established by the organization. He must always remember that

participation does not relieve, him of authority or his responsibility for

making decisions. Also, the manager must realize that he has a dual

responsibility, one to his organization and the other to his employees.

Therefore, the desires and wishes of the employees must always be

considered but when a conflict exists, the manager is obliged to support

the goal of an organization.

 11

3) The Employee: The degree at which an employee is allowed to

participate in decision making depends to a great extent on his

background and training. If the employee has no background on the

subject being discussed, no knowledge and competence with respect to

the problem, his opinions and suggestions will have little values. In spite

of this, however, his advice can be used to identify area of concern and

collection of information. On the other hand, if the employee has

considerate experience and training, his advice may prove beneficial in

making decision. Therefore, by allowing the • experienced and

inexperienced to participate, both will feel that they have some control

over their work.

2.3 Forms of Employee Participation

There are two notable different ways in which employees can take part

in decisions that affect them. These are; Direct participation and Indirect

participation Direct participation involves the individual himself relating

to decision that concerns him while indirect participation centre on

people representing the employees in decisions that affect them.

Indirect Participation

The two ways that have been established as the dormant means of

participation with the enterprises are:

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Collective Bargaining

Joint Consultation

A) Collective Bargaining: This form of indirect participation is

usually carried out between employers or their representative and the

representatives of the employees (that come in form of trade union). Its

primary purpose is purely economic. According to Ubeku (1983) it is a

system of wage and condition of service determination in which the

employer (management) shares administrative decision making

responsibility with the union. The Nigerian Federal Ministry of

Employment, Labour and Productivity defined it as; negotiations about

working conditions and terms of employment between an employer, and

group of employees with one or more employers organization on the

one hand and one or more representative workers" organization, on the

other hand with a view to reaching an agreement.

B) Joint Consultation: Joint consultation is any method of establishing

a two way communication between management and it's employees in

addition to those provided by normal day today contact. It is a formal

machinery for dealing with employees as a group instead of dealing with

them individually so as to avoid petitions and demonstrations. The

objectives of joint consultations principally are:

 13

i) To enhance the achievement of increased productivity by involving

the workers through their representatives, in the planning of the

production process.

ii) To set up a scheme for regular contact between management and

workers as a means of improving communication and thereby lessening

the suspicious of the workers towards management plans and

objectives.

iii) To meet the workers" demand for better insight (and voice) into the

management of the organization for which they work. In this way, a

moral right would be satisfied and increased co-operation and efficiency

would result.

Direct Participation

Writers agree that the aim of participation is to secure better,

greater employee involvement and thereby achieve a better use of

manpower skills and abilities, many of which are latent unless they are

released by leadership and managerial effort. The process of direct

participation of employees in managerial decision, which seeks to

expose those skills and abilities, can take place in diverse ways.
 14

1) Consultative Management: As the name implies, this type of

direct participation entails managers consulting with their employees in

order to encourage them to think about issues and contribute their own

ideas before decisions are made. Although managers do not consult on

every issue, they do set a climate for consultation. However, they must

be genuinely receptive to employees" ideas so that employees do not

see that shallowness of any participative procedure that is not supported

by a real desire for employee ideas.

2) Group Discussion: This form of democratic management in which

the manager refers a number of decisions to the employee group so that

the group"s idea and influence can be made use of. At times, especially

in it"s extreme form, managers can loose control of whatever decision,

they refer to their group because it is based on a ,,one person, one vote

line".

According to Morgan, (1980) group discussion is useful to

gather/give information, praise or command workers, develop

understanding of common work goal, work requirements and production

standards, solve problems and assist in decision making. However, for it

to be effective there must be a free exchange of information between

 15

employees and the management in the discussion among the leaders

and employees involved.

3) Briefing Groups: These are shift and systematic means of

transmitting information throughout an organization. Information

of any kind is transmitted through the management system, and this

is done by holding regular meetings of fairly short duration. Also,

special meetings to communicate particular and vital piece of

information can be called. The advantage of briefing groups is that

information is communicated through formal management channels; in

this way, effective supervision which can be posed by other means of

communication can be bolstered. Also, morale and satisfaction is

enhanced, as there is face-to-face communication between the manager

and his subordinates. Some people have criticized briefing groups as

nothing more than a device for managerial control of information.

4) Individual Contact: This involves a day-to-day and

face-to-face exchange of opinions, information and experience between

the manager and his employees on an individual basis. There are not

formal preparations required and the employee is made to feel that he is

valued both as an employee and as a person. In spite of this advantage

however, there are certain inherent disadvantages. Some managers are

reluctant to encourage employees to express themselves concerning

 16

their jobs probably due to fear of loosing control of their groups and the

work situation. Also, some managers feel that asking the advice of their

employees show, weakness of their leadership ability.

2.4 Different Needs For Participation

Although we have stated the different forms of participation, it must not

be assumed that employees in general love participation. In fact, the

amount and character of participation need to be geared to the values,

the skills and the expectations of the people involved if productive

results are to be obtained. According to Davis (2000), some employees

desire more participation because they tend to have lower performance,

low satisfaction, lower self-esteem, more stress and other symptoms of

tension and dissatisfaction. However, some people desire a minimum

participation and are not upset because they lack it. He added that the

difference between one’s desire and actual participating gives a measure

of the match between a company"s practices and individual desire, that

when employees want more participation than they have, they are

anticipatively deprived and there is under participation.

 17

2.5 Views Expressed Concerning Participation

Miner (2008) stated that the major reasons for sharing decision

when sharing does occur is to improve the technical quality of the

decision. To him, diversity brings varied knowledge, abilities, approaches

and viewpoints to bear and these are what creative decision require. He

defined creative decision as decision that embody something new and

also have a redeeming value.

Donnelly (2006) concurred by saying that if the manager relies on

his position all the time for the quality of the decision, the quality will

suffer. It has also been stated that manager vary their approach in

terms of decision sharing with their subordinates. In crisis or emergency

situation when time for decision making is short, managers naturally

make the decision alone. Therefore, participation does vary with

circumstances like job pressure. Exuberance of the economic climate

and the existence of experience or skill in the work-force. Some writers

have argued that participation programmes should not based alone on

relatively "trivial" decision like the changing of operating procedures of

immediate subordinates. In some advanced countries, employees are

involved in the selection, design or purchase of new equipment. They

can also have a significant though not final say in fundamental issues as

site location, building design, internal plant.

 18

Heller and Wilpert (2001) in their own research on employee

participation concluded that skill is one of the most important reasons

for using participation methods. Where the decision making is

surrounded by people who have extensive experience or relevant job

skills, he uses more power sharing methods (for instance joint decision

making or delegation). According to them, in the absence of skill and

trust, participation becomes an empty gesture and is seen by

subordinates in this light. This conclusion therefore, has important

consequences for training and skill development.

2.6 Constraints to Employee Participation

Constraints have been defined as all those element or features of

an organization which impinge on employees to decide or limit the

behavioural contents of their work. They come in various dimensions;

the preconditions for effectiveness mentioned earlier, to some extent are

limitations but there are others.

The views and tradition of an organization can pose a constraint to

a new manager in an organization. Those views and tradition influence

the behaviour of the people who work in them and the manager may

discover that to deviate radically from them is likely to create problems

for him, some organization for example, insists that their managers must

be dynamic, decisive and persuasive. Other organizations emphasize on

 19

the importance of the manager's ability to work with others. Therefore,

the idea of organizational members especially the idea of manager's

superiority of who the desirable executive should be, will push the

manager towards one end or the other of the participation continuum.

The size of the working units of the organization including the

geographical distribution is another constraint to participation. Some

managers have very limited subordinates, which in some cases, make

participation impracticable.

The pressure of time is another constraint. The more the manager

feels the urge for immediate discussion, the more difficult it becomes for

him to involve his subordinates in the decision making. In organizations

where the pressure is less intense, the opposite is the case. Although

the pressure of time is the mostly felt presence on the manager, it can

easily be managed at times. The existing and potential legislation in

some countries may require participation to develop in certain ways.

 20

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter examines the research design and methodology

adopted to carry out the study. It present the research design,

population of the study, sample and sampling procedure,

instrumentation procedure/method of data collection , techniques for

data analysis and problems of data collection.

3.2 Research Design

Basically, this study will use survey method as a suitable method,

survey approach method afforded the researcher to use questionnaire to

gather data from the respondents.

3.3 Population of the Study

The population for this study comprised of 100 staff in the ministry

of works Uyo.

3.4 Sample and Sampling Techniques

The convenience sampling technique was used in selecting a

sample size of 50 respondents. This sampling technique was chosen so

 21

as to eliminate bias and help increase the representative of the sample

chosen.

3.5 Instrumentation

The research instrument for this study was a self developed

questionnaire which was in two parts. As this is the most commonly

used tool in survey research. The first part was on personal data of the

respondents while the second part was on questions for which answer

was sought in keeping with the objective of the study. Data used for

study was obtained from two main source, primary and secondary

source. Primary source of data collection was that first-hand information

obtained from questionnaire administration, personal observation and

oral interviews. Secondary source were obtained from existing materials

such as textbooks, journals, articles, unpublished research works etc.

3.6 Techniques for Data Analysis

All completed questionnaire forms were collected, coded and analyzed

using descriptive statistics involving the use of simple percentages and

frequency tables.
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3.7 Problems of Data Collection

Since the questionnaire was the principal sources of data collection, the

researcher faced the following problems, constant postponement of visit

by respondents for reason of being busy, limited time to complete the

study and some refused making personal contribution for fear of being

quoted.
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CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Introduction

This chapter is concerned with the presentation, analysis

and interpretation of data gathered from responses to items in the

questionnaire. The data will be analyzed and interpreted using

descriptive statistics involving the use of frequency tables and

percentages.

Table 1: Analysis of Respondents by Sex

Sex Respondents Percentage %

Male 35 70

Female 15 30

Total 50 100%

From the above analysis, there are more males than females in

the staff composition. The reason for this may be because of the nature

of the work which often requires more human capital which is always

available among the male folk. Hence, management must be careful not

to favour one gender with the right to participate in decision making

 24

thereby neglecting the other non-compliance with organizational goals

and objectives.

Table 2: Analysis of Age Respondents

Variables Respondents Percentage %

17-20 years 20 40

2 1-30 years 16 32

31-40 years 10 20

41 years and 4 8

above

Total 50 100%

Table 2 indicates that active workplace in age 20-30 years and 31-

40 years represents 50% and 40% of staff that are aware of employee

participation in the organization while only 10% of ages 41 and above

belong to the older staff. This proportion is good for easy assessment of

employees’ participation in decision making.

 25

Table 3: Analysis of Educational Background

Variables Respondents Percentage %

FSLC 9 18

GCE/WAEC 20 40

HND/B.SC 10 20

ND/NCE 10 20

MBA/NSC 1 2

Total 50 100

Table 3 indicates a total of 88.5% or 41 respondents that have

sound educational background, ranging from OND/HND/B.SC and other

higher certificate as having a great understanding of employees

participation and its impact in increasing productivity in an organization.

 26

Table 4: Analysis of Job experience

Variables Respondents Percentage %

1-5 8 16

6-10 12 24

11-15 15 30

16-20 5 10

21-25 5 10

3 1 years and above 5 10

Total 50 100%

Table four shows that 8 respondents representing 10% have

experience between the years 1-5, 12 respondents representing 24%

have experience between the years 6-10, 15 respondents representing

30% have experience between the years 11-15, 5 respondents

representing 10% have experience between the years 16-20, 5

respondents representing 10% have experience between the years 21-

25, while 5 respondents representing 10% have experience between the

years 31 years and above.

 27

4.2 Data Presentation and analysis

4.2.1 Analysis of Research Question One

What are the impacts of employees participation in decision

making?

Table 4.1.1 Responses to Research Question One

Variables No. of Percentage of

Respondents Respondents

It leads to higher 10 20

productivity

Enhances Job satisfaction 10 20

It enhances high 10 20

performance

All of the above 20 40

Total 50 100%

Source: Field Survey, 2023

Interpretation of Data

Table 4.1.1 above shows responses to research question one on

the impact of employee participation in decision making.

From the table, Ten (10) respondents representing (20%) of the total

respondent agreed that the impact of employee participation in decision

making is that it leads to higher productivity. Ten (10) respondents

 28

representing (20%) said another impact is job satisfaction. Ten (10)

respondent representing (20%) of the respondents ticked it enhances

performance as the impact of employee participation in decision making

while Twenty (20) respondent representing (40%) agreed that All of the

Above variable are the impact of employee participation in decision

making.

4.2.2 Analysis of Research Question Two

How do employee participate in decision making?

Table 4.1.2 Responses to Research Question Two

Variables No. of Percentage of

Respondents Respondents

Collective bargaining 5 10

Idea generation 15 30

Group discussions 20 40

All of the above 15 30

Total 50 100%

Source: Field Survey, 2023

Interpretation of Data
 29

Table 4.1.2 shows responses to research question two on how

employee participates in decision making.

From the above Five (5) respondent representing (10%) of the

total respondent agreed that collective bargaining is the way employee

participate in decision making. Fifteen (15) respondent representing

(30%) ticked idea generation as the way employee participate in

decision making. Twenty (20) respondent representing (40%) ticked

group discussion as the way employee participate in decision making

while fifteen (15) respondent representing (30%) agreed on All of the

Above variables as the ways in which employee participate in decision

making.

4.2.3Analysis of Research Question Three

 30

What are the factors that influence employees’ participation in

decision making?

Table 4.1.3 Responses to Research Question Three

Variables No. Percentage

of of

Respondents Respondents

Views and tradition of an 10 20%

organization

The size of the working 15 30%

unit

of the organization

Pressure of time 10 20%

All of the above 15 30%

Total 50 100%

Source: Field Survey, 2023

Interpretation of Data
 31

Table 4.1.3 shows responses on research question three on the

factors that influence employees* participation in decision making.

From the table, Ten (10) respondents representing (20%) of the

total respondents agreed that Views and tradition of an organization is

the factor that influence employees' participation in decision making.

Fifteen (15) respondents representing (30%) ticked the size of the

working unit of the organization as the factor that influence employees'

participation in decision making. Ten (10) respondents representing

(20%) agreed that pressure of time is the factor that influences

employees' participation in decision making while Fifteen (15)

respondents representing (30%) agreed on All of the above variables as

the factors that influence employees' participation in decision making

4.2.4 Analysis of Research Question Four (4)

 32

How do employees participation in decision making lead to

productivity?

Table 4.1.4 Responses to Research Question Four

Variables No. of Percentage of

Respondents Respondents

Potential innovations 20 40%

Effective management 5 10%

Increase sales 5 10%

All of the above 20 40%

Total 50 100%

Source: Field Survey, 2023

Interpretation of Data

Table 4.1.4 shows response to research question four on how

employees participation in decision making leading to productivity.

From the table, Twenty (20) respondent representing (40%) of

the total respondent agreed that Potential innovations is a way

employees participation in decision making leading to productivity. Five

(5) respondent representing (10%) ticked effective management as the

way employees' participation in decision making leading to productivity.

Five (5) respondent representing (10%) agreed that increase sale is the
 33

way employees' participation in decision making leading to productivity

while Twenty (20) respondents representing (40%) agreed on all of the

variables as the way employees' participation in decision making lead to

productivity.

4.3 Discussion of Findings

The aim of this research was to access the impact of employees

participation in decision making and organizational productivity using the

Ministry of Transport, Uyo as a case study.

Analysis of responses from research question one revealed that

the impact of employee participation in decision making include the

following; it leads to higher productivity, job satisfaction and it enhances

performance.

The findings of this study was supported by Salamon (2002) who

state that participation enhances job satisfaction, enhances performance

and leads to higher productivity.

Analysis of responses from research question two revealed that

employees participate in decision making through collective bargaining,

idea generation and group discussion. This was supported by Morgan

(1980) who states that group discussion is useful to gather and give
 34

information/solve problems, develop understanding and assist in

decision making.

Analysis of responses from research question three revealed that

the factors that influence employees participation in decision making

include; views and tradition of an organization, the size of the working

unit of the organization and pressure of time, Ubeku (1983) in his view

asserts that employee participation in decision making is influenced by

the views and tradition of an organization, the size of the working unit

of the organization or the pressure of time.

Analysis of responses from research question four revealed that

employees participation in decision making lead to high productivity

through potential innovation, effective management and increased sale.

Miner (1978) stated that the major reasons for sharing decision is to

improve the technical quality of the decision and enhances productivity

in the organization.
 35

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary

This research was on Impact of Employees Participation in

Decision Making in the Public Sector (a case study of the Ministry of
Works, Akwa Ibom State). It was divided into five chapters.

Chapter one dealt with introduction of the study, statement of the

problems, objectives of the study, research questions, and significance
of the study, scope/limitation of the study and definition of terms.

Chapter two of this study gave an in-depth review of related

literatures of other authors and scholars opinion on the subject matter.

Chapter three captures the Introduction, Research Design,

Population of the Study, Sample and Sampling Techniques,
Instrumentation, Techniques for Data Analysis and Problems of Data
Collection.

Chapter four dealt with Introduction, Data Presentation and

analysis of research questions and Discussion of Findings.

While chapter five gives the summary, Conclusion and

Recommendation to the Study.
 36

5.1 Conclusion

There is need for employee’s participation in decision making in an

organization as this will enhance employees morale and ideation.

Employee’s participation serves as training and testing ground for

future members of upper management. The availability of skilled

individuals in organizational decision making promotes productivity.

Therefore, Management is encouraged to make decisions with pre

and post discussion and consultations with employees. They should also

change their decisions when rejected by employees as it may not be

favorable to the employee or may be capable of hindering objectives.

However, the extent to which subordinates participate in decision

making is inadequate, management should henceforth improve the

degree of employees" participation in decision making. This is because,

if employees participate adequately in decision making, it will result to

high productivity in the organization.

 37

5.3 Recommendation

Based on the findings of the study, the following recommendations

were made with the belief that if implemented would yield good result.

 Organizations should provide a good climate condition for

effective employee participation in decision making to take place.

 The manager should provide avenues through seminars or general

meetings to encourage effective employee participation in

decision-making so as to achieve the goals and objectives of the

organization.

 Employee (staff) should be well delegated with responsibilities and

made to feel as part and parcel of the organization through

adequate participation in terms of decision making.

 Management of organization should create avenues for group

discussion so as to enable employees air their views.

 Organizations and establishments should also cultivate the

habit of consulting its employees when decisions are to be taken

in the organization.
 38

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case study of Nigeria. London: The Macmillan Press Ltd.

Davis, F. (2000), Workers' Participation: Individual Control

Performance". London: Institute of Personnel Management.

Donelly, A. W. (2006), Competence and Power in Managerial Decision-

Making". New York, McGraw Hill company.

Evans, E. (2004), Personnel Management: Theory and Practice. London:

The Macmillian Company.

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