ABSTRACT
In centralized organization, employees are not allowed to participate in delusion making. This is because, it is feared that they are not competent and as a result we contribute meaningfully in decision of the organization.
The essences of this project research are to access the impact employee’s participation in ANAMMCO, Enugu and to ascertain the impact of employee participation in management decision of productivity of the organization.
The study was designed with descriptive survey method and library techniques and also questionnaire, interview and library materials where used in collecting data. A test technique was used in testing for reliability of the instrument.
Research question were posed and understated hypothesis tested chi-square method.
-Management staff means decision without pre and post discussion and consultation without employees.
-Management of ANAMMCO does not change decision when rejected by employees.
However, it was concluded accordingly: That management staff make decision with pre and post decision and consultation with employee.
That management of ANAMMCO changes decision when they are rejected by employee.
TABLE OF CONTENTS
CHAPTER ONE
Introduction 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Purpose of the Study 4
1.4 Scope of the Study 4
1.5 Research Question 5
1.6 Significance of the Study 5
1.7 Limitation of the Study 6
1.8 Definition of Terms 6
CHAPTER TWO
2.1 Review of Related Literature 8
2.2 Theories of Decision Making 13
2.3 Productivity in Am Organization 19
2.4 Employee Participation in Decision Making in an Organization.23
CHAPTER THREE
Research Design and Methodology 42
3.1 Research Design 42
3.2 Scope of the Study/Area of the Study 42
3.3 Population of the Study 43
3.4 Size and Sample Procedure 44
3.5 Instrument for Data Collection 48
3.6 Validation of the Instrument 49
3.7 Reliability of the Instruments 49
3.8 Method of Data Collection 50
3.9 Method of Data Analysis 50
CHAPTER FOUR
Data Presentation and Analysis 52
4.1 Presentation and Analysis of Data 52
4.2 Testing of hypothesis 66
4.3 Summary of result 69
CHAPTER FIVE
Discussion, Recommendation and Conclusion 70
5.1 Discussion of Result / Findings 70
5.2 Conclusions 73
5.3 Implications of the Research Findings 74
5.4 Recommendations 75
5.5 Suggestion for Research 78
Bibliography 80
Appendix 84
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
It should be recalled that a decision is a choice by a person forms a conclusion about a situation, Costello, T.W and Zalkind, S.S (1963 P. 334), confined the term choice process, choosing one from among several possibilities. However, Decision theory in Costello, T.W et al (1963, P.387) largely considers decision as the process of making a single choice among courses of action at a particular point in time. This depicts a course of behaviour about what must be done or vice versa. Decision is however, the point at which plans, policies and objectives are translated into concrete action. Planning engenders decision guided by company policy and objectives and implies the selection from alternative, policies, procedures and programmes. The aim of decision making is to demand human behaviour towards a figure goal.
Decision-making is however, one of the most determined activities of management. It has been the preoccupation of all the management of multifarious organization ranging from small-scale organization to multinational corporations.
Managers many at times consider decision making to be heart of their job in that must always choose what is to be done, who will do it, when where and most of the time,. How it will be done.
Traditionally, managers influence the ordinary employees and specially, their immediate sub- ordinate in the organization.
This has resulted in managers making unilateral decision even in areas affecting their subordinates.
In Germany, around 1951, a law was enacted which provides for code termination and requires labour membership in the supervisory board and executive committee of certain large corporation.
However, the participation of labour in decision making process resulted to relatively and peaceful labour management relations.
Additionally, the Japanese management uses decision by consensus in which lower level employees initiate the idea and submit it to the next higher –level unit it reaches the desk of the top executive. If the proposal is approves, it is returned to the initiator for implementation.
It is this context, which the researcher wishes to access the impact of the employee participation in decision on organizational productivity in Nigeria public sector organizations, using Anambra motor manufacturing company (ANAMMCO) as a case of study.
1.2 STATEMENT OF THE PROBLEM
There has been lost of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees should contribute in making decision more especially where it affects them on their jobs. It is expected that such participation will serve as training and testing ground for future members of upper management.
In Nigeria, exports that refuted the above assertion see the arrangement as symptom of mal-organization. They maintained that, qualified, reasonably, honest and company oriented individuals are not available at this lower organizational levels. But, the big question is, qualified individual really available? All this underlay for an investigation study.
1.3 PURPOSE OF THE STUDY
The general purpose of this empirical study is to access the impact of employees’ participation in managerial decision making in public sector organization in Nigeria with reference Anambra motor manufacturing company (ANAMMCO).
The specific objective are
1. To access the impact of employee participation in management decision making in ANAMMCO.
2. To ascertain the impact of employee participation in managerial decision on productivity of the organization.
3. To make recommendations based on research findings.