Employee Participation and Organizational Performance in an Emerging Economy
Keywords:
emerging economy; employee engagement; employee empowerment; employee involvement; organisational performance
Abstract
Public sector organisations are generally believed to be ‘no-man’s business and as a result employees sometimes do not give their best when discharging their duties. In Nigeria, though the public sector is the largest employer of labour, employees, otherwise referred to as civil servants heavily rely on government directives rather than using their initiatives when rendering services. This study seeks to find out how employee participation affects organisational performance in the public sector specifically in the head of service of the federation, in Nigeria. The study had a population of eight hundred and sixty-two (862) and a sample size of 400 which was derived using Taro Yamani formula. Primary data was gathered using questionnaires administered to the respondents and the data was analyzed using linear regression technique with the aid of Statistical Package for Social Sciences (SPSS). The findings revealed that all the independent variables examined comprising of employee involvement, employee engagement and employee empowerment had positive and significant effect on organisational performance of head of civil service in Nigeria. The study recommends amongst others based on the findings, that both regulatory authorities and head of service must take employee participation more seriously to ensure effective and optimum organisational performance.
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References
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Robinson, D., Perryman, S. & Hayday, S. (2004). The drivers of employee engagement. Report Institute for Employment Studies.
Rothbard, N.P. (2001), “Enriching or depleting? The dynamics of engagement in work and family roles”, Administrative Science Quarterly, Vol. 46, pp. 655-84.
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395–407. https://doi.org/10.1002/hrm.20032
Sender, A., Morf, M., & Feierabend, A. (2021). Aiming to Leave and Aiming to Harm: the Role of Turnover Intentions and Job Opportunities for Minor and Serious Deviance. Journal of Business and Psychology, 36(3), 449–460.
Shaw, K. (2005), “An engagement strategy process for communicators”, Strategic Communication Management, Vol. 9 No. 3, pp. 26-9.
Spreitzer, G.M., & Mishra, A.K. (1999) “Giving UP Control Without Losing Control: Effects on Managers‟ Involving Employees in Decision Making” . Group and Organization Management, 24 (2): 155-187.
Sowe, S., & Arslan, M. (2023). Exploring the impact of workplace incivility on employee counterproductive work behavior through the mediating role of turnover intention: Evidence from the Gambia and Ghana. International Journal of Organizational Leadership, 12(1), 1-21. https://doi.org/10.33844/ijol.2023.60346
Thomas, K.W., & Velthouse, B.A. (1990). Cognitive elements of empowerment: An interpretive'' model of intrinsic task motivation. Academy of Management Review, 15, 666-681.
Wagner, A.J. (1994). “Participation‟s effects on performance and satisfaction: A reconsideration of research evidence,‟ Academy of Management Review”, vol.19, pp. 312–30.
Ashforth, B.E. (2001). The experience of powerlessness in organizations. Organizational Behavior and Human Decision Process, 43, 207-242.
Bandura, A. (2003). Self-efficacy: Toward a unifying theory of behavioral change.
Psychological Review, 84, 191±215.
Bartel, Ann P. & Freeman, Richard B. & Ichniowski, Casey & Kleiner, Morris M., (2011). Can a workplace have an attitude problem? Workplace effects on employee attitudes and organizational performance, Labour Economics, Elsevier, vol. 18(4), 411-423.
Baumruk, R. (2004), “The missing link: the role of employee engagement in business success”,Workspan, Vol. 47, pp. 48-52.
Bobby S.D, Dewi N.P, & Ocdy A. (2022). Analysis of Compensation, Motivation, Level of Stress on Work Performance in PT. Mitra Agung Mustika. Britain International of Humanities and Social Sciences (BIoHS) Journal, 4(3), 411-419. https://doi.org/10.33258/biohs.v4i3.762
Davila, T., Epstein, M. J., & Shelton, R. D. (2006). Making innovation work: How to manage it, measure it, and profit from it. Pearson Prentice Hall.
Davis (1991). “Employee participation in decision making and organizational commitment.” articlesng.com
Deci, E.L. (2005). Intrinsic motivation. New York: Plenum.
Delery, J. D. Shaw(2001), “The strategic management of people in work organizations: Review, synthesis, and extension,” Research in Personnel and Human Resource Management, 20, pp. 165- 197.
Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004), “The race for talent: retaining and engaging workers in the 21st century”, Human Resource Planning, Vol. 27 No. 3, pp. 12-25.nn
Gibson, L. Ivanchevich(2004), “Human Behaviour,” Prentice Hall, New York.
Hackman, J.R., & Oldham, G.R. (1994). Work redesign. Reading, MA: Addison- Wesley.
Hechanova, M., Regina, M., Alampay, Ramon, B. A., & Edna, P. F., (2006). Psychological empowerment, job satisfaction and performance among Filipino service workers. Asian Journal of Social Psychology, 9, 72-78.
Ho, T.C. and Wu, S.Y. (2006). “Benchmarking performance indicators”, Benchmarking: An International Journal, Vol. 13, No. 1/2, pp. 147-159.
Kahn, W.A. (1990), “Psychological conditions of personal engagement and disengagement at work”, Academy of Management Journal, Vol. 33, pp. 692-724.
LeVar, R. M. (1998). A questionnaire study of the effect on work of participation in and influence on decision making. Research in Post-Compulsory Education, 3(2), 153-173.
Lewin, A. Y., & Minton, J. W. (1996). Determining organizational effectiveness:
another look, and an agenda for research. Management Science, 32, 514-538.
Locke, E.A., and Schweiger, D.M. (1999), ‘Participation in Decision-making: One More Look,’In Staw, B. M. (Ed.). New directions in organizational behavior.
Mitchell, T.R. (1993), ‘Motivation and Participation: An Integration,’ Academy of Management Journal, 16, 671–672.
Morin, E. M. (1995) Organizational effectiveness and the meaning of work, chapitre 1, in Thierry C. Pauchant et al. (eds), In Search of Meaning. Managing for the Health of our Organizatons, our Communities, and the Natural World. Jossey-Bass, San Francisco (USA), 29-64
Morin, E. M. (1999). Vers une mesure de l'efficacité organisationnelle : exploration conceptuelle et empirique des représentations. Unpublished thesis dissertation, Montréal: Université de Montréal.
Nasomboon, B. (2014). The relationship among leadership commitment, organizational performance, and employee engagement. International Business Research, 7(9), 77.
Ndonye, D. M. (2022). Followership in leadership process and organizational performance: A review of literature. International Journal of Organizational Leadership, 11(1), 26–43. https://doi.org/10.33844/ijol.2022.60617
Nduji R., Orji M., Oyenuga M & Oriaku C. (2023). Assessing e-business and organisational performance in Nigeria today: evidence from Jumia Ltd, Lagos. Britain International of Humanities and Social Sciences Journal 5(2), 81-92 https://doi.org/10.33258/biohs.v5i2.897
Noah(2008), “A Study of Worker Participation in Management Decision Making Within Selected Establishments in Lagos, Nigeria,” Journal of Social Science, XVII (1), 31- 39.
Nuhn, H. F., & Wald, A. (2016). Antecedents of team turnover intentions in temporary organizations: Development of a research model. International Journal of Managing Projects in Business, 9(1), 194–213.
Ojokuku, R. M. & A. S. Sajuyigbe(2014), Effect of Employee Participation in Decision Making On Performance of Selected Small and Medium Scale Enterprises in Lagos, Nigeria, European Journal of Business and Management, VI(10).
Omale S.A, Oyenuga M.O & Oriaku C. (2021). Effect of Organizational Culture on the Performance of Hospitality Industry in Covid-19 Era Abhigyan Management Journal Vol 39(3) pg 24-32.
Omale S.A, Oyenuga M.O, Iember A.A(2022) Moderating Effects Of Covid-19 Pandemic On Organizational Change And Employees Performance In An Emerging Market Fostering Resilient Business Ecosystems and Economic Growth : Towards the Next Normal (ISBN: 978-81-950596-1-4) pg 765-773
Omale, S. A., Oyenuga, M., & Gurin, I. M. (2023). Effects of Covid-19 pandemic on organizational transformation and employees’ performance. Journal of Management, Economics, and Industrial Organization, 7(1), 16-33. https://doi.org/10.31039/jomeino.2023.7.1.2
Oyenuga, M.O; Andah R.A; Marcus, G.O & Agabi, A.U (2019). Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited. American Journal of Theoretical and Applied Business. Vol.5(4), 113-126. https://doi.org/10.11648/j.ajtab.20190504.15
Rashid, A. Z., Sambasivan, M. and Johari, J. (2003). “The influence of corporate culture and organizational commitment on performance”, Journal of Management Development, Vol. 22 (8), pp. 708-728.
Richman, A. (2006), “Everyone wants an engaged workforce how can you create it?”, Workspan, Vol. 49, pp. 36-9.
Robinson, D., Perryman, S. & Hayday, S. (2004). The drivers of employee engagement. Report Institute for Employment Studies.
Rothbard, N.P. (2001), “Enriching or depleting? The dynamics of engagement in work and family roles”, Administrative Science Quarterly, Vol. 46, pp. 655-84.
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395–407. https://doi.org/10.1002/hrm.20032
Sender, A., Morf, M., & Feierabend, A. (2021). Aiming to Leave and Aiming to Harm: the Role of Turnover Intentions and Job Opportunities for Minor and Serious Deviance. Journal of Business and Psychology, 36(3), 449–460.
Shaw, K. (2005), “An engagement strategy process for communicators”, Strategic Communication Management, Vol. 9 No. 3, pp. 26-9.
Spreitzer, G.M., & Mishra, A.K. (1999) “Giving UP Control Without Losing Control: Effects on Managers‟ Involving Employees in Decision Making” . Group and Organization Management, 24 (2): 155-187.
Sowe, S., & Arslan, M. (2023). Exploring the impact of workplace incivility on employee counterproductive work behavior through the mediating role of turnover intention: Evidence from the Gambia and Ghana. International Journal of Organizational Leadership, 12(1), 1-21. https://doi.org/10.33844/ijol.2023.60346
Thomas, K.W., & Velthouse, B.A. (1990). Cognitive elements of empowerment: An interpretive'' model of intrinsic task motivation. Academy of Management Review, 15, 666-681.
Wagner, A.J. (1994). “Participation‟s effects on performance and satisfaction: A reconsideration of research evidence,‟ Academy of Management Review”, vol.19, pp. 312–30.
Published
2023-08-24
How to Cite
Oyenuga Michael Oyedele, Ruth Angbazo Andah, & Nduji Romanus. (2023). Employee Participation and Organizational Performance in an Emerging Economy. Konfrontasi: Jurnal Kultural, Ekonomi Dan Perubahan Sosial, 10(3), 135-149. https://doi.org/10.33258/konfrontasi2.v10i3.281
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