Participative Management and Employees Job Performance in Nigerian Manufacturing Industry

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dc.contributor.authorAmosa, Jimoh Rafiu
dc.contributor.authorOmolabi, Issa
dc.contributor.authorSuleiman, Aremu A.
dc.date.accessioned2019-10-17T14:26:07Z
dc.date.available2019-10-17T14:26:07Z
dc.date.issued2018
dc.description.abstractThe denial آه workers, active involvement in decision-making and the attendant negative attitude to work necessitate tlie need )or this study to examine the impact آ 0 participative managenient (PM) ٥١١ employee job performance in a Nigerian Manufacturing Industry. Other specific objectives were to: examine tlie impact o f participative management on employee job performance; und. evaluation o f tlie relationsliip between indirect participation dimensions and employ-ee job satisfaction. Questionnaire was served to 240 out o f 600 employees o f tlie manufacturing organisation through stratified, simple random sampling techniques. Two hypotheses formulated were tested through regression ، tnd correlation analysis. The findings revealed tliat (PM) had a significant influence on employee job performance ( ا%ة. 76=دا p-valueO.05) and tliat indirect participation dimensions and employee job satisfaction, correlated (P-va!ue(0.05), The study concluded tliat PM remains an important management strategy for improving employee performance with recommendation that oi-ganisation sliould emplictsize comprehensive tusk and contextual performance beliaviour strategy through the adoption, o f participative management.en_US
dc.description.sponsorshipSelfen_US
dc.identifier.urihttp://hdl.handle.net/123456789/2697
dc.language.isoen_USen_US
dc.subjectParticipative management (PM)en_US
dc.subjectemployee job performanceen_US
dc.subjectemployee job satisfactionen_US
dc.subjectindirect paific.ipationen_US
dc.subjecttasken_US
dc.subjectcontextual performanceen_US
dc.titleParticipative Management and Employees Job Performance in Nigerian Manufacturing Industryen_US
dc.typeArticleen_US

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