THE EFFECT OF EMPLOYEE PARTICIPATION IN MANAGEMENT DECISION MAKING (A STUDY OF
FEDERAL POLY OKO)
This research work is conceived with the effect of employee participation in management decision making in Federal Poly Oko Anambra State. The study involved a survey in which a total of two hundred employee were used as subjects, fur (4) research question were as tested. Questionnaire was used to elicit information from employees in Federal Poly Oko. The data collected were analyzed using mean scores. The effect of employee participation in management decision making in Federal Poly Oko. The researcher found out that sometime decision made by Junior staff of the institution will not be used and most of the staff have known time to go for meetings finding of the respondents in table 3 shows more respondents with higher measures in table 3 shows more respondents with higher measure in the respond. We found that employees in Federal Poly Oko have a higher involvement in decision making. Based on the findings of the study it could be conclude that workers in the study institution are much more involved in the management decision making.
1.1 Background of Study
Over the years, the practice of organizational management demanded that employer/management could expect that workers will do the work that is set before them. While this was a perfectly typical method of getting results through others in the early days of assembly line and scientific management, it is no longer true of today’s business, the trend has changed in that management expects more from its workers than doing simply what is put before them. It has also changed in that work expects that more can be got from them by simply working according to the direction of the boss. However, with the rise of such theories as “participation management” and with increasing recognition those employees often have something valuable to contribute (beyond the accepted units of their normal job duties (Adewumi F. 2005).
Many companies are now actively seeking ways of getting employees to participate more in decision affecting them; the workers on the other hand expects to be asked how he feels about his job, and what his ideas are on how the work can be done more easily, better and faster. The reason for this change in emphasis is that management has discovered hat there are tangible business values in soliciting and using the ideas of people at all levels in the organization. As the main objective of every business organization is long-term survival and in addition to have a competitive advantage over and above its competitors rather than being like the biblical seeds that fell on the way side and perished. The secret of having his competitive advantage over others then lies on the productivity of the enterprise. The increase in productivity can only be achieved mainly through the organizational work force (Dunlop. 2007).
Increase in work life and productivity in an enterprise starts with the mind. It starts with the improvement of an individual self-esteem and self worth. It starts with helping an employee develop a higher degree of self regard. In tracina the background of this concept of employee participation in decision making, one can inter it to be a household name in many countries of the world. (Dunlop J. 2007). Japan’s success in the business world is attributed to employee participate. Decision making is shared at all levels of management. It is observed that decision making in Japanese firms are focused on defining questions or issues rather than on finding solutions. Thus all levels of the organization are involved in this process, in the United States, Industrial democracy is practiced, employee are encouraged to buy shares in companies thereby enabling them to have a say in the management of their organization. In other developed countries like Britain, Yugoslavia and Germany, participatory management is popular In Britain and