PARTICIPATIVE MANAGEMENT AND EMPLOYEE JOB PERFORMANCE IN A NIGERIAN MANUFACTURING INDUSTRY

AMOSA, Jimoh Rafiu; OMOLABI, Issa Ph.D. & SULEIMAN, Ahmed Aremu

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 a Nigerian Manufacturing Industry. Other specific objectives were to: examine the impact of participative management on employee job performance; and, evaluation of the relationship between indirect participation dimensions and employee job satisfaction. Questionnaire was served to 240 out of 600 employees of the manufacturing organisation 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 recommendation that organisation should emphasize comprehensive task and contextual performance behaviour strategy through the adoption of participative management.