Employee Participation in Decision Making:  A Correlate of Employee Citizenship Behaviour and Counterproductive Workplace Behaviour

Ike, Precious Rosemary; Ezeh, Leonard N.; Etodike, Chukwuemeka E.

doi:10.6007/ijarbss/v7-i7/3179

Cited by 6 publications

(4 citation statements)

References 5 publications

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“…Theory Z promotes participative decision-making arrangement and suggest that management should seek to ascertain a participative decision-making system that ensures a high level of commitment and dedication from the workers. Researchers argued that those employees having the opportunity to take part in the decision-making process might be committed and show respect to the decisions made since they are also part of those decisions (Akkas et al, 2015;Jackson, 1983;Reeves, Walsh, Tuller, & Magley, 2012;Rosemary, Nnaemeka, & Etodike, 2017). Thus, we can hypothesize that consensus decision making has a significant relation with managing people at work (H3).…”

Section: The Asian Journal Of Professional and Business Studiesmentioning

confidence: 94%

Assumptions of Theory Z: A Tool for Managing People at Work

Islam,

Kalumuthu

2020

AJPBS

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Managing people at work is found significant for the survival of enterprises. Researchers and academicians around the globe have established that motivational management "Theory Z" by Dr William G. Ouchi (1981) is an excellent tool for increasing productivity and managing people at work. In the late Bangladeshi business, entrepreneurs are facing tremendous pressure to control and manage workers in their organizations. A focal concern of this study was to understand how best entrepreneurs of textile industries can utilize the assumptions of Theory Z to manage people at work. This study has found three key dimensions (organizational culture, consensus decision-making process, and mutual trust) of Theory Z and tried to find out the relationship of these dimensions with workers management at the workplace. The finding suggests that there is a moderate relationship between the assumption of Theory Z and the human resource management concept in Bangladeshi Textile Industries. The limitation of the research is that it has only three independent variables. Findings may provide business leaders in these contexts with an understanding of the possible adaptation of the concept of William Ouchi's Theory Z assumptions to manage people (the employees) at the workplace with a view to increase productivity and achieve organizational goals. The results of the study supported the predisposition of enterprise managers’ proclivity of accepting or denying to implement Theory Z assumptions to manage people at work. The research recommends the management of Bangladeshi Textile Industries should seek to improve their propensity to implement the assumptions of Theory Z to manage people and increase productivity.

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Section: The Asian Journal Of Professional and Business Studiesmentioning

confidence: 94%

Assumptions of Theory Z: A Tool for Managing People at Work

Islam,

Kalumuthu

2020

AJPBS

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“…Counterproductive work behaviour poses significant challenges to organizations worldwide, and Nigeria is no exception. CWB refers to actions or behaviours by employees that undermine their own productivity or the productivity of others within the organization (Ike, Ezeh & Etodike, 2017). It is crucial for organizations to understanding the nature, causes, and consequences of CWB in the Nigerian context and to address them to foster a productive work environment.…”

Section: Counterproductive Work Behaviourmentioning

confidence: 99%

“…CWB can be categorized into two main types: behaviours targeted at the organization and behaviours targeted at individuals. Ike, Ezeh & Etodike (2017) showed a detailed classification comprising five (5) dimensions: abuse, production deviance, sabotage, theft, and withdrawal. Various factors contribute to the occurrence of CWB among workers.…”

Section: Counterproductive Work Behaviourmentioning

confidence: 99%

Organizational Capital and Employees’ Counterproductive Work Behaviour in the Nigerian Public Health Sector

MACUALAY, Ogheneovo Joy,

OSAZEVBARU, Henry Osahon (Ph.D),

SHALVONG, Abed Nanso

2024

Int. j. manag. entrep. res

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This study was carried out with the view to assessing the impact of organizational capital on employees’ counterproductive work behaviour among some public healthcare organizations in Nigeria using Bayelsa state as a reference point. The study used a sample of two hundred and forty-three (243) employees of the selected organizations and data obtained were analyzed using both descriptive and inferential statistical tools. Specifically, the regression results indicated an insignificant but positive influence of organization capital on employees’ counterproductive work behaviour in public healthcare organizations. On the basis of the findings, it was recommended among others that organizations should regularly assess and monitor employee behaviour including counterproductive work behaviour via appropriate performance management systems and employee feedback mechanisms; this would allow organizations to identify early warning signs and take proactive measures to address any emerging issues. Keywords: Human Capital, Intellectual Capital, Public Health, Stress Facilitation Theory, Structural Capital, Work Overload.

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“…Employee involvement participation in organizational duties inspires them and enable them to contribute more rapidly (Demir & Budur, 2021). It reflects their attitude towards work and their level of identification with their employment (Ike et al, 2017). Employees with high 4 involvement are more likely to strive for organizational goals and less likely to contribute to turnover (Abubakar et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Employee Involvement Participation in Directive Decision Making and its Impact on Employees Creativity: A Case Study of Higher Education in Oman

Balushi,

Muslim,

Khudari

2024

RGSA

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Purpose: The purpose of this study is to understand how the private higher education sector in Oman is adapting to global trends and industrial partnerships to prepare students for the workforce. Specifically, it aims to explore the relationship between employee involvement in participation, directorial decision-making, and employee innovation in this context, and how these factors contribute to differentiating institutions in a competitive environment. Method: This study employs quantitative analysis to investigate the relationships between employee involvement, directed decision-making, and innovation within Oman's private higher education sector. Through the use of surveys and statistical methods, the study explores how directorial decision-making moderates the link between employee involvement and creativity. Results and Conclusion: The findings suggest that directorial decision-making plays a significant moderating role in the relationship between employee involvement and creativity. All proposed hypotheses were supported, indicating a positive correlation between employee participation in decision-making processes and innovation. These results underscore the importance of directorial strategies that encourage employee involvement as a catalyst for creativity within the sector. Originality/Value: This study contributes uniquely to the body of knowledge on employee creativity in the private higher education industry by highlighting the critical role of leadership decision-making styles in fostering an innovative work environment. It provides empirical evidence supporting the need for policy reforms that encourage participative decision-making processes, thereby enhancing the sector's competitiveness and its ability to meet the demands of the global workforce. Through its insights, the study offers a foundation for further research and policy development aimed at nurturing innovation in higher education.

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Employee Participation in Decision Making: A Correlate of Employee Citizenship Behaviour and Counterproductive Workplace Behaviour

Cited by 6 publications

References 5 publications

Assumptions of Theory Z: A Tool for Managing People at Work

Assumptions of Theory Z: A Tool for Managing People at Work

Organizational Capital and Employees’ Counterproductive Work Behaviour in the Nigerian Public Health Sector

The Effect of Employee Involvement Participation in Directive Decision Making and its Impact on Employees Creativity: A Case Study of Higher Education in Oman

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