THE IMPACT OF WORKERS’ PARTICIPATION IN MANAGEMENT DECISIONS ON WORKERS’ WORK ATTITUDE (A Study of UBA, Lagos)


Content

 

 

ABSTRACT

This study examined the impact of workers’ participation in management decisions on workers’ work attitude, a study of UBA, Lagos. After going through relevant literature, some objectives were formulated; some of these are:  to discuss the significant relationship existing between democratic work setting and workers’ commitment; to determine the significant relationship existing between good labour-management relations and workers’ motivation; to examine the significant relationship existing between workers’ work involvement and workers’ performance and to evaluate the significant relationship existing between collective responsibility and organizational harmony. To address these objectives the research design was a sample survey, the population of this study consists of members of staff of UBA Plc Marina Lagos while the sample size was 106 with 85 responding to the questionnaire. Data were collected using a structured questionnaire and analysed using frequency Tables and Percentages. The findings are:  democratic work setting influences workers’ commitment; workers’ participation fosters responsibility and flexibility; workers’ participation encourages team spirit and that workers’ participation facilitates excellent workers’ performance. The researcher has recommended that the management of UBA Plc should promote democratic work setting that positively influences workers’ commitment and that the management UBA Plc should consciously and consistently build good labour-management relationship in their policies, practices and principles.

 


 

TABLE OF CONTENTS

                                                                                                                                    PAGES

Title Page                                                                                                                    i

Certification                                                                                                                ii

Dedication                                                                                                                  iii

Acknowledgements                                                                                                    iv

Abstract                                                                                                                      v

Table of Contents                                                                                                       vi

 

CHAPTER ONE:  INTRODUCTION

1.1              Background to the Study                                                                               1         

1.2              Statement of the Problem                                                                               2                                                                     

1.3              Aim and Objectives of the Study                                                                   3         

1.4              Relevant Research Questions                                                                         4

1.5              Relevant Research Hypotheses                                                                       4         

1.6              Significance of the Study                                                                               5         

1.7              Scope of the Study                                                                                         5         

1.8              Definition of Terms                                                                                        5

                                                           

CHAPTER TWO: LITERATURE REVIEW

2.1      Preamble                                                                                                         7         

2.2      Theoretical Framework of the Study                                                              7

2.3      Empirical Review of Previous Work in the Area of Studies                          8

References                                                                                                      27                                                                                           

CHAPTER THREE: RESEARCH METHODOLOGY

3.1       Preamble                                                                                                         29       

3.2       Research Design                                                                                             29

3.3       Population of the Study                                                                                  29       

3.4       Sampling Procedure and Sample Size                                                            29       

3.5       Data Collection, Instrument and Validation                                                  29

3.6       Methods of Data Analysis                                                                              30

             References                                                                                                      31

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1       Preamble                                                                                                         32       

4.2       Analysis of Data                                                                                             32       

4.3       Test of Hypothesis                                                                                          38       

4.4       Discussion of Findings                                                                                   44

           

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1       Summary                                                                                                         44       

5.2       Conclusion                                                                                                      45       

5.3       Recommendations                                                                                          45       

Bibliography                                                                                                   47

Appendix                                                                                                        50


CHAPTER ONE

INTRODUCTION

1.1       Background to the Study

The human resources are the life blood of any organisation because they meaningfully contribute to the efficient utilization of all other resources of the organization (Fagbohungbe and Longe 2009).  As a matter of fact, all other organizational resources are likely going to remain worthless, useless and of no significance without the indispensable contributions of the workers who direct all efforts and resources in the right direction in the interest of the organization.

Kuye (2008) opines that the implementation of organizational policies do suffer a lot of set-backs in an organization where the workers are not carried along in the decision making process.  Adeoye (2012) is of the view that the organization that completely ignores workers contributions from the decisions making processes is likely going to be disconnected from its mission and vision statements because two good heads are always better than one.  Of course, workers’ participation in management decision making is necessary if the organization expects creative and constructive ideas/thinking from the workers (Banjoko, 2006). 

Adeoye (2012) claims that the good plans of the organization will likely walk and wallow into unimaginable failure because workers tend to frustrate management policies when they are not permitted to contribute their quota to management decisions making.  Again, the management of an organization are likely going to make hasty or rigid decisions if workers on whom these decisions will have impacts are not allowed to make their contributions in management decision making processes (Fagbohungbe and Longe, 2009).  Diversity brings varied knowledge, abilities, approaches and viewpoints that tend to add value to the decision made (Fajana, 2006).  Of course, organizational growth, employees’ motivation, workers’ commitment, workers’ loyalty are some of the objectives of every organization, but, the organization will be far away from all these objectives if organization ignores the workforce when it comes to making decisions (Banjoko, 2010).  There is usually a need for workers to be permitted to participate in management decisions so that they will not remain in the dark over issues that will have impact on their direction, destiny and destination (Adebakin, et al 2012)

Of course, the prosperity, progress and peace that any organization enjoys through employees’ participation in management decision are unimaginable because in unity the organization stands (Adebakin, et al 2012).   It is true that every organization wishes that every worker is glued to the aspirations of the organisation and equally contribute meaningfully to the realization of the organization objectives, but, it an indisputable fact that only organizations that allow workers to take part in management decisions will enjoy an uninterrupted commitment of these workers (Obisi, 2010).  It is true that the management and workers in an organization will frequently engage into industrial conflict and always see the negative side of almost everything within the organization is employees’ participation in management decisions is not given a chance.

1.2       Statement of the Problem

In a centralized organization, employees are not allowed to participate in decision making. This is because it is feared that they are not competent and as a result will not contribute meaningfully in decision of the organization. There has been a lot of controversy as to whether employees should participate in management decision making or not. Some writers argued that employees should contribute in making decision more especially where it affects them or their jobs. Other views are of the opinion that employees should be seen as human beings with social and economic needs and as such be allowed to participate in managerial decision making because it is expected that such participation will serve as training and testing ground for future members of upper management. It is rather worrisome that despite the benefits of employees’ participation in management decisions, some organizations vehemently kick against employees’ participation in management decisions believing that the calibre of the persons at the managerial levels in the organization who direct the affairs of the organization are embodiments of knowledge, but they forget that there is limitation to human knowledge.

 There are other views that even view the workforce as the machine who should only be paid for services rendered and not to be permitted to meddle into management decisions because it is the sole duty of the management of the organization to think for the workers and not the other way round.  What an illusion!  This study will therefore examine the impact of employees’ participation on organizational productivity and equally proffer solutions and recommendations to problems identified in this study.

1.3       Aim and Objectives of the Study

The aim of this study is the examination of the impact of impact of workers’ participation in management decisions on workers’ work attitude while the specific objectives are to:

        i.            discuss the significant relationship existing between democratic work setting and workers’ commitment.

      ii.            determine the significant relationship existing between good labour-management relations and workers’ motivation.

    iii.            examine the significant relationship existing between workers’ work involvement and workers’ performance.

    iv.            evaluate the significant relationship existing between collective responsibility and organizational harmony.

1.4        Relevant Research Questions

                    i.            Does any significant relationship exist between democratic work setting and workers’ commitment?

                  ii.            Is there significant relationship existing between good labour-management relations and workers’ motivation?

                iii.            Does any significant relationship exist between workers’ work involvement and workers’ performance?

                iv.            Does any significant relationship exist between collective responsibility and organizational harmony?

1.5       Relevant Research Hypotheses

Hypothesis I

Ho:       There is no significant relationship existing between democratic work setting and workers’ commitment.

Hypothesis II

Ho:       There is no significant relationship existing between good labour-management relations and workers’ motivation.

Hypothesis III

Ho:       There is no significant relationship existing between workers’ work involvement and workers’ performance.

Hypothesis IV

Ho:       There is no significant relationship existing between collective responsibility and organizational harmony.

 

1.6       Significance of the Study

The importance of this study can be drawn from the statement of the problems and purposes above.

1.      The study will educate management of the organization on the necessity of  employees’ participation in management decision making.

2.      The study will discuss the relationship between employees’ participation and organizational harmony.

3.      The study will also discuss the relationship between employees’ participation and labour management relations.

1.7       Scope of the Study

A defined scope is the hall-mark of a good research.  This study will address the impact of workers’ participation in management decisions on workers’ work attitude; factors necessitating workers’ participation in management, prerequisites for workers’ participation in management decisions in UBA Plc, Lagos. 

1.8       Definition of Terms

Management: The process of planning, organizing, coordinating and controlling of both human and materials resources to achieve set objectives.

Motivation: The tonic that spurs the workers to go the extra mile for better performance.

Productivity: The amount of output per unit of input (labour, equipment and capital.

Employee: An individual who works part time or full time under a contract of employment, whether oral or written, expressed or implied and has recognized rights and duties.

Decision: The choice made out of several alternatives

Decision making: The process of selecting a choice from among alternative a course of action. 

Employees’ participation: This is creating an environment in which people have an impact on decisions and actions that affect their jobs in the organization. 


 

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