Employee Participation in Decision Making in RMG sector of Bangladesh: Correlation with Motivation and Performance

Bhuiyan, Abul Bashar

doi:10.3329/jbt.v5i2.9984

Cited by 23 publications

(22 citation statements)

References 5 publications

(1 reference statement)

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“…Consistent with PDM and MEOC literature clear support for these relationships was found and both PDM and MEOC were found to be correlated and significantly explained variation in CTY. It was argued that employee's participation in decision making will effect employee's creativity as participative decision making affects the performance, organization commitment, turnover, motivation and satisfaction of the employees, productivity [12] [13] [17]- [20] [25] and performance, organization commitment, turnover and satisfaction of the employees has significant relationship with creativity [14] [15] [21] [23]. A significant and positive relationship was found between PDM and CTY.…”

Section: Discussionmentioning

confidence: 99%

“…A significant and positive impact of job satisfaction exists on employee's creativity [23] and significant strong positive relation exist between participation is decision making and job satisfaction [4]. There is a significant relationship between employee involvement in decision making and firm's performance [14] [20]. Participation in decision making results in satisfaction of employees and increase in productivity and profit [14].…”

Section: Employee's Participation In Decision Makingmentioning

confidence: 99%

“…There is a significant relationship between employee involvement in decision making and firm's performance [14] [20]. Participation in decision making results in satisfaction of employees and increase in productivity and profit [14]. Since PDM is positively related with organization commitment, job satisfaction, motivation and performance it will increase creativity as well.…”

Section: Employee's Participation In Decision Makingmentioning

confidence: 99%

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Employee’s Participation in Decision Making and Manager’s Encouragement of Creativity: The Mediating Role of Climate for Creativity and Change

Ali¹,

Bashir²,

Abrar³

et al. 2015

JSSM

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This paper examined the relationships among employee's participation in decision making (PDM), manager's encouragement of creativity (MEOC) and employee's creativity (CTY) and the role of climate for creativity and change (CLT) as a possible mediator among the relationships. Multisource data was collected from 206 employees and their managers. The results indicated that employee's participation in decision making and manager's encouragement of creativity were positively related with employee's creativity. Support was also found for the role of climate for creativity and change as a partial mediator. Findings suggested that employee's creativity was positively related with employee's participation in decision making and manager's encouragement of creativity through climate for creativity and change.

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Section: Discussionmentioning

confidence: 99%

Section: Employee's Participation In Decision Makingmentioning

confidence: 99%

Section: Employee's Participation In Decision Makingmentioning

confidence: 99%

See 1 more Smart Citation

Employee’s Participation in Decision Making and Manager’s Encouragement of Creativity: The Mediating Role of Climate for Creativity and Change

Ali¹,

Bashir²,

Abrar³

et al. 2015

JSSM

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“…Previous studies showed that participative management approach is one of the ways to enhance productivity (Tchapchet et al, 2014;Conte, & Svejnar, 1988). Employee participation in decision-making enhances motivation, job performance, and organisational growth (see Gollan, & Wilkinson, 2007;Kim et al, 2010;Bhuiyan, 2010). On the other hand, some studies have conflicting views on whether or not an increase in employee participation directly affects organisational performance.…”

Section: Participatory Decision-making and Firm Performancementioning

confidence: 99%

Empirical Assessment of the Link Between Participatory Decision-Making and Firm Performance in Nigeria

Olatunji

Nwachukwu

Worlu

et al. 2017

IJCM

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“…al, 2015;Irawanto, 2015). The opportunity for increased job involvement provided by participative techniques addresses the growing desire among workers to take part in decision making affecting their jobs and to be active contributors to the system rather than merely job holders (Bhuiyan, 2010)..…”

Section: Introductionmentioning

confidence: 99%

The Effects of Participation in Decision Making on Organizational Commitment: Some Empirical Evidences

Zin¹,

Talet²

2016

Proceedings of the 3rd Business &Amp; Management Conference

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This study examines the relationship between attitudes of non-management professional staff members in Saudi Public Works Department (PWD) toward participation in decision-making (PDM) and their organizational commitment (OC). It also intends to analyze the extent to which organizational variables and individual/personality variables moderate the participation organizational commitment. From a total of 384 questionnaires which were distributed to non-management professional staff, 328 (85.4%) were returned and usable for the analysis. The results of this study show that the male non-management professional staff in the Saudi PWD perceived that they are not satisfied with the level of participation in decision making in their organization. However, those respondents who perceived they enjoy a higher level of participation tended to feel more committed to the organization. The analyses of moderator variables revealed that increased participation in decision-making would increase commitment to the organization among the non-management professional staff who perceive their superiors as having favorable attitudes toward PDM. For the respondents who perceive they have a high competency level, an increase in participation in all the three decision areas (social, personnel, economic/strategic) heightens their commitment to extra effort and to develop professionally but decreases their desire to remain in the organization. Non-management professional staff who perceive they have high opportunities for career advancement tend to demonstrate high commitment to remain in the organization, to exert extra effort, and to develop professionally. For those who were highly satisfied with communication process in organization, increased participation in decision making on social and economic/strategic related issues raised their commitment to conform with the rules, remain in the organization, exert extra effort, and develop professionally. Some recommendations were proposed at the end of the paper.

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Employee Participation in Decision Making in RMG sector of Bangladesh: Correlation with Motivation and Performance

Abstract: Participation

Cited by 23 publications

References 5 publications

Employee’s Participation in Decision Making and Manager’s Encouragement of Creativity: The Mediating Role of Climate for Creativity and Change

Employee’s Participation in Decision Making and Manager’s Encouragement of Creativity: The Mediating Role of Climate for Creativity and Change

Empirical Assessment of the Link Between Participatory Decision-Making and Firm Performance in Nigeria

The Effects of Participation in Decision Making on Organizational Commitment: Some Empirical Evidences

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