Participative Management and Employee Job Performance in a Nigerian Manufacturing Industry
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Date
2019
Journal Title
Journal ISSN
Volume Title
Publisher
Faculty of Management Sciences; Al-Hikmah University, Ilorin, Nigeria
Abstract
The denial of workers' active involvement in decision-making and the attendant negative attitude to work necessitate the need for this study to examine the impact of participative management (PM) on employee job performance in the Nigerian Manufacturing industry. Other specific objectives were to: examine the impact of participative management on employee job performance; and, evaluate the relationship between indirect participation dimensions and employee job satisfaction. A questionnaire was served to 240 out of 600 employees of the manufacturing organization through stratified, simple random sampling techniques. Two Hypotheses formulated were tested through regression and correlation analysis. The findings revealed that PM had a significant influence on employee job performance (r2 = 76.5%, p-value < 0.05) and that indirect participation dimensions and employee job satisfaction correlated (P-value < 0.05). The study concluded that PM remains an important management strategy for improving employee performance with the recommendation that organizations should emphasize comprehensive task and contextual performance behaviour strategy through the adoption of participative management.
Description
Keywords
Participative management, Employee job performance, Employee job satisfaction, Indirect participation, Task and contextual performance
Citation
Amosa, J.R, Omolabi, I. & Suleiman, A. A. (2019). Participative Management and Employee Job Performance in Nigerian Manufacturing Industry. Entrepreneurial Journal of Management Sciences (EJMS), 6(1); 1-12, Published by the Faculty of Management Sciences, Al-Hikmah University, Ilorin, Nigeria.