THE DEGREE OF EMPLOYEE PARTICIPATION IN DECISION MAKING AND ITS EFFECTS ON PRODUCTIVITY
(A CASE STUDY OF ANAMBRA MOTOR MANUFACTURING COMPANY [ANAMMCO] ENUGU STATE)
ABSTRACT
This research project is a crucial study for the Anambra Motor Manufacturing Company (ANAMMCO) Enugu.
This study was motivated by the necessity to establish the degree of employee participation in decision-making and its effect on productivity.
To solve the research problem, both primary and secondary data were collected. The research instruments used in collecting the data were questionnaires and oral interview.
The respondents were the employees of the company. In organisaing and presenting data collected, tables, frequencies and percentages were used. The various hypothesis were tested using Chi-square.
Data analysis and interpretation gave the following findings:
1. Most respondents agreed that employees participation in decision-making enhances productivity.
2. Majority agreed that the employees participation in decision-making is not satisfactory.
Based on the findings, the researcher comments that:
1. The company should encourage its workers to participate in decisions that may affect them directly.
2. This involvement should cut across all workers at various levels in the organization.
The conclusion of the study is that, employees participation in decision-making enhances productivity..
TABLE OF CONTENTS
COVER PAGE:…………………………………………………………
TITLE PAGE:……………………………………………………………
APPROVAL PAGE:…………………………………………………..…
DEDICATION:…………………………………………………………..
ACKNOWLEDGEMENT:………………………………………………
ABSTRACT:…………………………………………………………….
TABLE OF CONTENTS:……………………………………………….
LIST OF TABLES:………………………………………………………
CHAPTER ONE
1.0 INTRODUCTION:………………………………………………..
1.1 BACKGROUND OF THE STUDY:………………………………
1.2 STATEMENT OF PROBLEM:……………………………………
1.3 PURPOSE OF THE STUDY:………………………………………
1.4 SCOPE OF THE STUDY:………………………………………….
1.5 RESEARCH QUESTION:………………………………………….
1.6 RESEARCH HYPOTHESIS:……………………………………….
1.7 SIGNIFICANCE OF STUDY:………………………………………
1.8 LIMITATION OF THE STUDY:……………………………………
1.9 DEFINITION OF TERMS:………………………………………….
REFERENCES………………………………………………………
CHAPTER TWO
2.0 REVIEW OF RELATED LITERATURE:…………………………
2.1 THE CONCEPT OF PARTICIPATION:…………………………
2.2 FACTORS THAT INFLUENCE PARTICIPATION:……………
2.3 PREREQUISITIES FOR PARTICIPATION:………………………
2.4 FORMS OF EMPLOYEE PARTICIPATION:……………………
2.5 DIFFERENT NEEDS FOR PARTICIPATION:…………………..
2.6 VIEWS EXPRESSED CONCERNING PARTICIPATION:………
2.7 CONSTRAINTS TO PARTICIPATION:…………………………
2.8 ARGUMENTS FOR PARTICIPATION:………………………….
2.9 ARGUMENTS AGAINST PARTICIPATION:……………….…..
REFERNCES…………………………………………………………..…
CHAPTER THREE
3.0 RESEARCH DESIGN AND METHODOLOGY:…………………
3.1 RESEARCH DESIGN:…………………………………………….
3.2 AREA OF THE STUDY:………………………………………….
3.3 POPULATION OF THE STUDY:………………………………..
3.4 SAMPLE AND SAMPLING PROCEDURE:…………………….
3.5 INSTRUMENT FOR DATA COLLECTION:……………………
3.6 VALIDATION OF THE INSTRUMENT:………………………..
3.7 RELIABILITY OF THE INSTRUMENT:………………………..
3.8 METHOD OF DATA COLLECTION:……………………………
3.9 METHOD OF DATA ANALYSIS:……………………………..…
REFERENCES……………………………………………………………
CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS:……………………
4.1 PRESENTATION AND ANALYSIS OF DATA:………………..
4.2 TESTING OF HYPOTHESIS:…………………………………....
4.3 SUMMARY OF RESULTS:………………………………………
REFERENCES:……………………………………………………
CHAPTER FIVE
5.0 DISCUSSION, RECOMMENDATION AND CONCLUSION….
5.1 DISCUSSION OF RESULTS/FINDINGS:………………………
5.2 CONCLUSION;…………………………………………………..
5.3 IMPLICATION (S) OF RESULTS/FINDINGS:………………..
5.4 RECOMMENDATIONS:…………………………………………
5.5 SUGGESTIONS FOR FURTHER RESEARCH:………………..
BIBLIOGRAPHY:………………………………………………
APPENDIX I…………………………………………………..
APPENDIX II …………………………………………………
LIST OF TABLE
1. Do management staffs make decision without pre and post discussion and consultation with employees……………………………….….
2. Do management change decision when rejected by
Employees:…………………………………………………………
3. To what extent do employees participate in decision-
making:………………………………………………………….
4. How often do employees meet to discuss with managers………
5. Divisions of Respondent:……………………………………….
6. Who makes majority decisions in the company:……………….
7. Factors that are considered before an employee is involved
in decision making:…………………………………………….
8. Description of level of employee participation in
decision-making:………………………………………………
9. Description of level of productivity when employees
are not involved in decision making:…………………………
10. How often management staff delegate authority freely to
subordinates:……………………………………………….
11. The impact of inadequate employee participation in decision
making on productivity:…………………………………..
12. The impact of adequate employee participation in decision
making on productivity:………………………………….
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
It should be recanted that a decision is a choice where by a person forms a conclusion about a situation. Costello, 1. Wand Zalkind, S.S. (1963 P. 334), confined the term decision making, to a choice process, choosing one from among several possibilities, however, decision theory in Costello, T. w et al (1963, P 387) largely considers decision asking the process of making a single choice among course of action at a particular point in time this depicts a course of behavior about what must be done or vice versa. Decision is however, the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decisions guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behavior towards a future goal.
Decision-making is however, one of the most germane 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 the heart of their job in that they must always choose what is to be done. Who will do it, when where and most the time now it will be done.
Traditionally, managers influence the ordinary employees and specifically, their immediate subordinates in the organization. This has resulted in managers making unnatural decision even in areas effecting their subordinates.
In Germany, around 1951, a low enacted which provides for code termination and requires labour membership in the supervisory hoard and executive committee of certain large corporations. However the participation of labour in decision making process resulted to relatively and peaceful labour management relations.
Related Topics