THE IMPACT OF EMPLOYEES PARTICIPATION IN DECISION MAKING AND ORGANISATIONAL PRODUCTIVITY (A CASE STUDY OF ANAMMCO COMPANY ENUGU)
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THE NATURE AND CONSEQUENCES OF JUVENILE DELINQUENCY IN NIGERIA: A STUDY OF ENUGU NORTH LGA, ENUGU STATE
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ABSTRACT
Decision is the point at which plans, policies and objectives are translated into concrete action. It is noted that Managers, do consider decision making to be the heart of their job in that they must always choose what is to be done, they influences the ordinary employees in decision making.
The objective of the research is to know the impact of employees participation in decision making on organizational productivity in Nigerian public sector organizations.
Structural questionnaires were administered to 210 respondents which include the management (senior) and intermediate staff of the company, through the employees participating in the decision making will result to high productivity in the organization.
Data collected are analysed in a tabular form using a simple percentage of formular to get the findings. The results were discussed in terms of the need for the employee to participate in the decision making in an organization to boost productivity.
TABLE OF CONTENTS
CHAPTER ONE:
1.1 Background of study
1.2 Statement of problems
1.3 Purpose of the study
1.4 Scope of the study
1.5 Research Hypothesis
1.6 Significance of the study
1.7 Limitation of the study
1.8 Definition of Terms
CHAPTER TWO
2.1 The Concept of participation
2.2 Factors that influence participation
2.3 Prerequisites for participation
2.4 Forms of Employees participation
2.5 Different needs for participation
2.6 View Expressed
2.7 Constraints to participate
2.8 Argument for participation
2.9 Argument against participation
References
CHAPTER THREE
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
References
CHAPTER FOUR
4.1 Presentation and Analysis of Data
4.2 Testing of Hypothesis
4.3 Summary of Results
References
CHAPTER FIVE
5.1 Discussion of Result/Findings
5.2 Conclusion
5.3 Implications of Result/Findings
5.4 Recommendations
5.5 Suggestions for further research
Bibliography
Appendix
Appendix
CHAPTER ONE
It should be known first that a decision is a choice whereby a person forms a conclusion about a situation Costello, I Wand Zalkind, S.S. (1963 p. 334), confined the term decision making, to a choice process, choosing one from among several possibilities. However, election theory in Costello, T.W. et al (1963, p. 387) largely considers decision as asking the process of making a single choice among course of action at a particular point in time. This depicts a course of behaviour about what must be done or vice versa.
Decision, however, is the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decision guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behaviour towards a future goal.
Decision making is 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 of the time how it will be done.
Traditionally, managers influence the ordinary employees and specifically, their immediate subordinate in the organization. This has resulted in managers making natural decision even in area affecting their subordinates. In Germany, around 1951, a law enacted which provides for code termination and requires labour membership in the supervisory board and executive committee of certain large corporations. However, the participation of labour in decision making process results to relatively and peacefully labour management relations.
Additionally, the Japanese management WSES decision making by concensus in which lower – level employee initiate the reaches the desk of the top executive. If the proposal is approved, it is returned to the initiator for implementation.
It is in this context, that the researcher wishes to assess the impact of employees participation in decision making on organisational productivity in Nigerian Public Sector organization, using Anammco Company as a case study.
1.2 STATEMENTOF THE PROBLEM:
There has been a lot of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees where it affects them or their jobs, it is expected that such participation will serve as training and testing ground for future members of upper management.
In Nigeria, experts that refuted the above assertion see the arrangement as a symptom of malorganisation
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COMPLETE MATERIAL COST N2,500 Or $10. FRESH PROJECT MATERIAL COST 50,000 NAIRA FOR UNDERGRADUATE, OTHERS 100,000 -200,000 NAIRA.
THE NATURE AND CONSEQUENCES OF JUVENILE DELINQUENCY IN NIGERIA: A STUDY OF ENUGU NORTH LGA, ENUGU STATE
MAKE YOUR PAYMENT INTO ANY OF THE FOLLOWING BANKS:
GTBANK
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ACCOUNT NUMBER: 0138924237
First Bank:
Account Name: Chi E-Concept Int’l
Account Name: 3059320631
Account Name: Chi E-Concept Int’l
Account Name: 3059320631
Foreign Transaction For Dollars Payment :
Bank Name: GTBank
Branch Location: Enugu State,Nigeria.
Account Name: Chi E-Concept Int’l
Account Number: 0117780667.
Swift Code: GTBINGLA
Dollar conversion rate for Naira is 175 per dollar.
ATM CARD: YOU CAN ALSO MAKE PAYMENT USING YOUR ATM CARD OR ONLINE TRANSFER. PLEASE CONTACT YOUR BANK SECURITY FOR GUIDE ON HOW TO TRANSFER MONEY TO OTHER BANKS USING YOUR ATM CARD. ATM CARD OR ONLINE BANK TRANSFER IS FASTER FOR QUICK DELIVERY TO YOUR EMAIL . OUR MARKETER WILL RESPOND TO YOU ANY TIME OF THE DAY. WE SUPPORT CBN CASHLESS SOCIETY.
OR
PAY ONLINE USING YOUR ATM CARD. IT IS SECURED AND RELIABLE.
form>DELIVERY PERIOD FOR BANK PAYMENT IS LESS THAN 24 HOURS
CALL OUR CUSTOMERS CARE OKEKE CHIDI C ON : 08074466939,08063386834.
AFTER PAYMENT SEND YOUR PAYMENT DETAILS TO
08074466939 or 08063386834, YOUR PROJECT TITLE YOU WANT US TO SEND TO YOU, AMOUNT PAID, DEPOSITOR NAME, UR EMAIL ADDRESS,PAYMENT DATE. YOU WILL RECEIVE YOUR MATERIAL IN LESS THAN 2 HOURS ONCE WILL CONFIRM YOUR PAYMENT.
WE HAVE SECURITY IN OUR BUSINESS.
MONEY BACK GUARANTEE
ABSTRACT
Decision is the point at which plans, policies and objectives are translated into concrete action. It is noted that Managers, do consider decision making to be the heart of their job in that they must always choose what is to be done, they influences the ordinary employees in decision making.
The objective of the research is to know the impact of employees participation in decision making on organizational productivity in Nigerian public sector organizations.
Structural questionnaires were administered to 210 respondents which include the management (senior) and intermediate staff of the company, through the employees participating in the decision making will result to high productivity in the organization.
Data collected are analysed in a tabular form using a simple percentage of formular to get the findings. The results were discussed in terms of the need for the employee to participate in the decision making in an organization to boost productivity.
TABLE OF CONTENTS
CHAPTER ONE:
- Introduction
1.1 Background of study
1.2 Statement of problems
1.3 Purpose of the study
1.4 Scope of the study
1.5 Research Hypothesis
1.6 Significance of the study
1.7 Limitation of the study
1.8 Definition of Terms
CHAPTER TWO
- Review of Related Literature
2.1 The Concept of participation
2.2 Factors that influence participation
2.3 Prerequisites for participation
2.4 Forms of Employees participation
2.5 Different needs for participation
2.6 View Expressed
2.7 Constraints to participate
2.8 Argument for participation
2.9 Argument against participation
References
CHAPTER THREE
- 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
- Method of data collection
- Method of data analysis
References
CHAPTER FOUR
- Data Presentation and Analysis
4.1 Presentation and Analysis of Data
4.2 Testing of Hypothesis
4.3 Summary of Results
References
CHAPTER FIVE
- Discussion, Recommendation and Conclusion
5.1 Discussion of Result/Findings
5.2 Conclusion
5.3 Implications of Result/Findings
5.4 Recommendations
5.5 Suggestions for further research
Bibliography
Appendix
Appendix
CHAPTER ONE
- BACKGROUND OF THE STUDY:
It should be known first that a decision is a choice whereby a person forms a conclusion about a situation Costello, I Wand Zalkind, S.S. (1963 p. 334), confined the term decision making, to a choice process, choosing one from among several possibilities. However, election theory in Costello, T.W. et al (1963, p. 387) largely considers decision as asking the process of making a single choice among course of action at a particular point in time. This depicts a course of behaviour about what must be done or vice versa.
Decision, however, is the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decision guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behaviour towards a future goal.
Decision making is 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 of the time how it will be done.
Traditionally, managers influence the ordinary employees and specifically, their immediate subordinate in the organization. This has resulted in managers making natural decision even in area affecting their subordinates. In Germany, around 1951, a law enacted which provides for code termination and requires labour membership in the supervisory board and executive committee of certain large corporations. However, the participation of labour in decision making process results to relatively and peacefully labour management relations.
Additionally, the Japanese management WSES decision making by concensus in which lower – level employee initiate the reaches the desk of the top executive. If the proposal is approved, it is returned to the initiator for implementation.
It is in this context, that the researcher wishes to assess the impact of employees participation in decision making on organisational productivity in Nigerian Public Sector organization, using Anammco Company as a case study.
1.2 STATEMENTOF THE PROBLEM:
There has been a lot of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees where it affects them or their jobs, it is expected that such participation will serve as training and testing ground for future members of upper management.
In Nigeria, experts that refuted the above assertion see the arrangement as a symptom of malorganisation
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