EMPLOYEE PARTICIPATION: A MOTIVATIONAL FACTOR FOR ORGANISATIONAL GROWTH
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EMPLOYEE PARTICIPATION: A MOTIVATIONAL FACTOR FOR ORGANISATIONAL GROWTH
Chapter one
1.0 Introduction
1.1 Background of the Study
People might be the company’s most essential resource to manage. Employees can be the most difficult resources to manage effectively. A popular proverb states that two heads are better than one.
Employees that are driven to participate in an organization’s decision-making process will put in more effort, which improves efficiency and production. It decreases the expense of staff monitoring while increasing commitment (Doucouliagos 1995).
Furthermore, in the corporate world, managers are confronted with several challenges and duties that must be completed within the organisation.
Although it has been suggested that the effect of size on employee engagement levels is uncertain (Heller et al,1998), most research indicates that larger firms use more participative management methods than smaller organisations.
The previously mentioned longitudinal investigation on employee involvement discovered a significant positive association between organisational size and employee participation practices (Lawler et al, 1995).
The significance of employee engagement as a corporate strategy was originally emphasised in the late 1920s and early 1930s. The Hawthorne experiments (Mayo, 1933; Roethlisberger and Dickson, 1939) sparked a growing interest in the human factor of productivity. The ‘human relation’ approach to management emphasised the value of communication between employees and their supervisors.
However, the lack of sufficient empirical support for these hypotheses has transformed initial enthusiasm into mild scepticism (Anthony, Perrewe, and Kacmar, 1993).Due to human limits, the study of management has evolved into a more humanistic element of life, which has been bolstered by the need to find and learn more about the persons who work in a company.
As a result, certain concepts like as involvement, particularly as they relate to organisational performance, have piqued the interest of many psychologists, sociologists, and management professionals. Shokan O.O. (2000) defines participation as having a say in things impacting their career and fate.
In conclusion, from my perspective on this study, managers and organisations must recognise that employee participation in an organisation, including decision-making, is a significant motivator for improving organisational productivity.
This study’s last contribution is that it supports Cotton et al. (1988) and Black and Gregersen’s (1997) conclusion that participation should be explored as a multidimensional phenomenon.
1.2 Statement of the Problem
Many people have misunderstood the concept of employee participation since it was introduced in the field of human relations.
In light of this, the purpose of this research is to determine the extent to which employee participation can be employed as a motivator for organisational growth.
This is because many organisations are unaware that employee engagement may be more important than money in inspiring individuals to work gladly and effectively.
1.3 Scope of the Study
The focus of this research is to identify different levels of employee engagement and the process of determining the value of employee participation in organisational decision making.
1.4 Objective of the Study
The study’s purpose is to know:
[1] The importance of employee participation in organisational decision-making.
[2] What benefits does an organisation gain from allowing employees to participate in its operations.
[3] What benefits employees receive when they are allowed to participate in organisational decision-making.
[4][How participation encourages employees to give their all.
[5] How employee participation leads to high levels of productivity.
1.5 Purpose of the Study
The goal of this investigation is to know:
[1] To understand the organisational factors that influence employee participation.
[2] To understand the impact of employee participation in an organisation.
[3] To understand the interaction between employer and employee.
[4] How a company might attain its goals with the help of people.
[5] To determine whether employee participation correlates with organisational productivity.
1.6 Definition of Key Terms
1. Motivation is the ability to do something.
2. PARTICIPATION: Having a say in decisions impacting their career and future.
3. ORGANISATION: This is the process of separating work into manageable tasks or duties, arranging them into posts, and distributing authority to each.
4. MANAGER: A manager is someone who directs people and other operations in an organisation to achieve predetermined goals.
5. EMPLOYEES: This is a group of people who work for an organisation.
6. INCENTIVES: Incentives are a type of encouragement given to employees to improve their performance.
7. NEED: A need is the absence of something. The difference between what exists and what one desires.
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