Employee Participation in Decision Making and Labour Stability: The Case of Organization for Rural Development (Orude) Jinja District

ABSTRACT The study looked at the employee participation in decision making and labour stability taking into consideration Organization for Rural Development (ORU1~E), Jinja as a case study. The study was guided by the following objectives: - Establishing the level of employee participation on decision making at ORUDE — Jinja To determine the rate of labour stability at Organization for Rural Development — Jinja To detennine the relationship between employee participation and labour stability. The required data was collected from ORUDE Top managers, Middle managers and Support staff through questionnaire guides for primary data and secondary data being the library, internet and analyzed using Microsoft Excel and SPSS. Questionnaires, Interviews and Observation methods were used to collect data from the respondent; self-administered questionnaires were ideal. The questionnaires comprised of both closed-ended and open-ended questions. Out of the 95 employees at ORUDE, the researcher only purposively and randomly selected 55 respondents as the sample size from various departments. The key findings of the study suggest that: - employee participation in decision making, good policy measures to strengthen perfonnance, assessment of individual employee performance and existence ofreward systems; reduce the turnover rate and increase the level of performance which in turn brings about labour stability at ORUDE in Jinja. The study therefore recommends that managers should always find ways and means involving employees in decision making to aid maintain labour stability and improve stability and improve productivity at all levels of management to enhance organizational productivity.