ABSTRACT
This study
examines workers participation in decision making in relation with their
performance in the organization they belong to. Data were generated by means of
questionnaires and interviews to four (4) selected manufacturing firms in Port
Harcourt. Questions were based on employee involvement in decision making and performance
variables. Using the cross sectional survey from selected manufacturing firms
in Port Harcourt. A total of five hypotheses were postulated and tested using
the Pearson Product Moment Correlation Coefficient for the bivariate and the Partial
Correlation Coefficient for the multivariate associations. The results showed
that workers participation in decision making is significantly associated with
their performance in their organization and enhances attitudinal measures such
as job involvement and satisfaction. The results also revealed that organizational
culture significantly moderated the relationship between workers participation
in decision making and job performance. Hence in conclusion the assertion follows
that involving employees in organization decision making allows for variety and
thus varied experiences which serves as a motivating tool and fostered an
understanding between management and the employee as regards employee
development and contributions to the organization, furthermore, practical work
experiences created an avenue for bonding and mentoring between management and
employees.
TABLE OF
CONTENTS
Title....................................................................................................
i
Certification......................................................................................
ii
Approval
..........................................................................................
iii
Dedication
.......................................................................................
iv
Acknowledgement
........................................................................... v
Table
of Contents
............................................................................vii
Abstract.............................................................................................viii
CHAPTER ONE
INTRODUCTION
1.1Background of the Study
1.2 Statement of Problem
1.3 Objectives of the Study
1.4 Statement of Hypothesis
1.5 Significance of the Study
1.6 Scope and Limitation
1.7 Definition of Terms
CHAPTER TWO:
LITERATURE REVIEW
2.1 Introduction
2.2 Concept of
Participation
2.3 Expressed views
concerning Employee
Participation
2.4 Leadership
Styles and Degree of Participation
2.5 Conditions
and Influences on Participation
2.6 Arguments
for Participative Management
2.7 Arguments
against Participative Management
2.8 Methods of
Involving Employees in Decision Making
2.9 Enhancing
Productivity through Participation
CHAPTER THREE:
RESEARCH METHODOLOGY
3.1 Research Design
3.2 Population of the Study
3.3 Sampling Procedure
3.4 Instruments for Data Collection
3.5 Method of data Collection
3.6 Reliability/Validity of Test
3.7 Data Analysis Techniques
CHAPTER FOUR:
DATA PRESENTATION AND INTERPRETATION
4.1 Data Presentation
4.2 Analysis of Hypotheses
CHAPTER
FIVE:
SUMMARY, PRESENTATION AND RECOMMENDATIO
5.1 Introduction
5.2 Discussion of Findings
5.3 Implication of findings
5.4 Summary
5.5 Conclusion
5.6 Recommendations.
REFERENCES
APPENDIX (ES)
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