To carryout this study, data were collected frm primary and secondary data. The main data instrument is the questionnaire, the data are presented table and analysed with frequencies and percentages.

Having analyzed the data, the following findings were made:

(1) Decision-making in ANAMMCO is jointly done by management and employees. However, employees participation is limited.

(2) Employees participation makes them feel recognized, responsible and committed.

Employees moral is boosted by this as they are motivated. This increased their productivity and the overall performance of the organization.

TABLE OF CONTENTS

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

References

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

5.2 Implication (s) of results/findings

5.3 Recommendations

5.4 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 managers5. 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 organzation 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