ROLE OF MANAGEMENT IN MOTIVATING WORKERS IN THE BANKING SECTOR

ROLE OF MANAGEMENT IN MOTIVATING WORKERS IN THE BANKING SECTOR

ABSTRACT

Employees are not permitted to engage in decision-making in centralized organizations. This is because it is anticipated that their lack of competence will prevent them from making a significant contribution to organizational decisions.

The main goal of this project’s study is to evaluate how employee input into decision-making has affected the Nigerian public sector.

The descriptive survey technique was used in the study’s design.

Data collection methods included questionnaire interviews and the use of library resources. A test method was used to evaluate the instrument’s dependability.

The chi-square method was used to evaluate the understated hypothesis after research questions were put forth. Future members of upper management use employee participation as a training and testing ground. Employee participation in decision-making is undermined by a lack of qualified and company-oriented individuals, while productivity is boosted by the presence of skilled individuals in organizational decision-making.

CHAPITER 1

1.0 OVERVIEW

An environment where people can influence decisions and actions that have an effect on their jobs is one created by employee participation.

Employee involvement, as it is used in Nigerian public spheres, is neither the intended outcome nor a tool. Employee participation, on the other hand, is a management and leadership philosophy about how to best enable people to add to ongoing success of the public sectors.

According to Anyanwuocha (2003), the public sector consists of government- or state-owned businesses that are typically established through law with the primary goal of maximizing the welfare of the general public.

Employee participation is fundamentally about decentralizing decision-making in the public sphere. Teams have the ability to be a powerful tool for distributing power. In order to inspire employees by involving them in management’s decision-making processes for the public sector, employee participation has also been introduced in Nigerian public sectors.  Research on employee participation has started to provide details on the quantity and types of programs that are available, their organization, and their effects on various social-psychological, production, and economic issues in the general public sectors.

The financial standing of the Nigerian public sectors with employee involvement in decision-making is currently little understood. Even though the popular literature suggests that it has been adopted in the financially troubled Nigerian public sector and has been successful in regaining financial health.

1.1 THE STUDY’S BACKGROUND

A decision is a choice that a person makes after coming to a conclusion about a problem, it should be recent. In 1963, Gostell L. Wand Zalkind S.S. described decision-making as the act of selecting one option from a range of alternatives.

This illustrates a course of behavior on what needs to be done or the opposite. However, decision resulted in actual action. Decisions resulting from planning are influenced by corporate policy, objectives, policies, processes, and programs.

Making decisions is intended to direct behavior toward a future objective. However, one of the most crucial managerial tasks is decision-making. All management, from that of diverse organizations to multinational enterprises, has been preoccupied with it.

Since they must always decide what needs to be done, who will do it, when, where, and most of the time how, managers frequently view decision-making as the core of their job.

In the past, managers have had an impact on regular employers, and more especially, their direct report. This has led to supervisors making illogical decisions in situations that concern their subordinates. Around 1951, a law allowing for code termination and requiring labor membership in the supervisory board and executive committee of certain large corporations was passed in Germany. This law allowed for subordinates to participate in the decision-making process, which led to generally good labor-management relations.

The fundamental idea encompasses any power-sharing structure where authority in the workplace is shared among people who are otherwise hierarchically unequal. Such power-sharing arrangements could include different employee involvement programs that lead to shared decision-making, problem-solving, and working conditions.

With Power Holdings Company of Nigeria (PHCN) Enugu as a case study, the researcher seeks to evaluate the “impact of employee participation in decision making in the Nigerian public sector” in this context.

Statement of the issues

Whether or whether an employee should be involved in managerial decision-making has generated a lot of debate. Some authors made the case that workers ought to participate more in decision-making, especially when such decisions directly affect them or their jobs. Such participation is anticipated to act as a testing and training ground for potential top management candidates.

Nigerian specialists who disputed the aforementioned claim view the arrangement as a sign of poor organization. They argued that at these lower organizational levels, it is impossible to find qualified, sensible, honest, and business-oriented people. The key query, though, is whether qualified people are actually accessible. All of these supported the demand for an exploratory investigation.

Statement of the issues

Whether or whether an employee should be involved in managerial decision-making has generated a lot of debate. Some authors made the case that workers ought to participate more in decision-making, especially when such decisions directly affect them or their jobs. Future members of senior management should use this involvement as a training and testing ground.

Nigerian specialists who disputed the aforementioned claim view the arrangement as a sign of poor organization. They argued that at these lower organizational levels, it is impossible to find qualified, sensible, honest, and business-oriented people. The key query, though, is whether qualified people are actually accessible. All of these supported the demand for an exploratory investigation.

1.3 STUDY’S OBJECTIVES

With reference to Power Holding Company of Nigeria Enugu, the overall goal of this empirical study is to evaluate the employee’s involvement in managerial decision-making in public sector organizations in Nigeria. The particular goals are;

to evaluate the effects of staff involvement in managerial decision-making.

to ascertain how managerial decision-making affects employee involvement and nonparticipation, and how that affects the Nigerian public sector’s productivity.

to formulate suggestions in light of the research’s findings.

NECESSITY OF THE STUDY

The study is anticipated to inform the management of the Power Holding Company of Nigeria (PHCN) Enugu that employee engagement in decision-making is necessary to boost productivity and ensure harmony between management and the workforce in relation to the Power Holding Company of Nigeria Enugu, public sector institution in Nigeria. The particular goals are;

to evaluate the effects of staff involvement in managerial decision-making.

to ascertain how managerial decision-making affects employee involvement and nonparticipation, and how that affects the Nigerian public sector’s productivity.

to formulate suggestions in light of the research’s findings.

NECESSITY OF THE STUDY

The study is anticipated to inform the management of the Power Holding Company of Nigeria (PHCN) Enugu that employee participation in organizational decision-making is necessary to boost productivity and ensure harmony between management and the workforce because it is a positive motivator. Additionally, it will support the creation and maintenance of a quality work environment, enabling employees to achieve self-actualization and job satisfaction. In order to prepare the management of Power Holding Company of Nigeria to confront the problems of change in the future, it will also help them develop contemporary schemes for good relationships with their employees.

Finally, the Nigerian Public Sector as a whole would benefit from this work, which is equally significant for government, academic potential, and future academics on the subject of employee participation in decision-making.

OBJECTIVES OF THE STUDY

The study is constrained since it examines the effects of employees’ involvement in decision-making in Nigerian public sectors, using Power Holding Company of Nigeria (PHCN) Enugu as a case study. Nigeria’s Power Holding Company is a typical example of the public sector, yet it is responsible for providing electricity to the populace. (electricity). Additionally, a sizable workforce is housed there.

RESTRICTIONS TO THE STUDY

The researcher encountered numerous obstacles and restrictions while working on this project, including the following:

Time: Because the research project had a time limit and regular lectures had to be completed within that time frame, the researcher was under a lot of pressure to juggle her personal concerns with the research job while simultaneously attending lectures. The upshot of this work was that the researcher’s allotted time for results and data gathering was constrained, which prevented the researcher from producing additional high-quality work. Finance: Additionally, the researcher had financial issues. The task of a researcher is quite exhausting because it necessitates hopping from location to location looking for data, books, Journals, papers, and reports must be studied, but they are not always readily available; some resources required travel, which cost money. Additionally, the researcher produced surveys that were disseminated to the Power Holding Company of Nigeria (Enugu) workers and also entailed payment.

Info of Good Quality: The information provided by the workers of the Power Holding Company of Nigeria (PHCN) Enugu is the foundation for the study of the data in chapter four. the administration

questionnaires, it was anticipated that both senior and junior workers would submit the necessary information of the company. Some of the crucial information was withheld from the lower staff because of their reluctance. This was justified by the claim that such information is extremely sensitive and is the subject of industrial espionage. The quality of the information provided for the research findings was also impacted by this difficulty.

1.7 QUESTIONS FOR RESEARCH

The researcher presents the following questions in an effort to carry out this research task effectively:

Does management make decisions without considering employee input or making prior decisions?

When employees disagree with a choice, does management change its mind?

How much do employees get involved in making decisions?

How frequently do employees meet with management to discuss issues?

STUDY HYPOTHESIS

Based on the data, the researcher develops the

goals and issues with this research project.

Hello: The involvement of employees functions as a testing and training ground for aspiring higher management personnel. Ho: The involvement of employees does not act as a testing and training ground for potential members of top management. Hi: Lack of qualified and business-minded people limits employees’ ability to participate in decision-making at lower levels

levels of the organization.

Ho: Employee participation in decision-making at lower organizational levels is not undermined by a lack of qualified and business-minded workers. Hi: Availability of trained personnel in the public sectors

Making increases output.

TERM DEFINITIONS

DECISION MAKING: The process of choosing a course of action from a variety of options.

MANAGEMENT: Management is the art and science of attaining a business’s goal in the most effective manner. It consists of senior and middle management. Shareholders, the Board of Directors, Managing Directors, or the Chief Executive/General Manager above department level are considered top management. Department managers at the level of deputy and assistant managers are considered middle level managers.

PRODUCTIVITY: A measure of how effectively resources are organized, gathered, and used to achieve a specific set of results.

PUBLIC SECTOR: This refers to a company that the government owns and runs.

EMPLOYEE PARTICIPATION: This involves fostering a climate in which individuals can influence choices and behaviors that have an impact on their roles within the organization.

Theoretical framework 1.10

Neoclassical theorists placed a strong emphasis on interpersonal relationships while still acknowledging the value of individual or collective behavior. According to the Hawthorne experiments, the neoclassical approach focused on the interpersonal relationships between the operations, researchers, and supervisors (Roethlisberger and Dickson, 1943). It was argued that these factors had a greater impact on productivity than simple changes in working conditions. High morale, which was impacted by the level of individualized, intimate attention employees received through participation in executive decision-making, led to an increase in productivity.

The formal organization was emphasized in the classical approach. Major facets of human nature were disregarded because it was mechanical. The neoclassical method, in contrast, emphasized the following ideas while introducing a loose organizational structure.

An individual is a separate social being with aspirations beyond the mere accomplishment of a few economic and security tasks. They are not a mechanical tool. Individuals pursue these impulses in different ways. As a result, it is important to acknowledge the interaction between a person and social and economic variables.

The work Group: The social aspects of work groups or informal organizations that function within formal organizations were highlighted by the neoclassical approach. The idea of “group” and its beneficial synergies were valued highly.

Employees may engage in the decision-making process through participatory management, also known as consensus decision-making. This was a novel approach to management designed to boost production.

The system approach sees organizations as a system made up of interconnected subsystems that are therefore dependent on one another. These subsystems can be thought of as being made up of various parts, functions, and processes Albrecht (1983). Therefore, the organization is made up of the following fundamental components. Bakke, (1969).

i) Components: The organizational system is made up of five fundamental, interconnected pieces, as follows:

Individual

both formally and informally organized

patterns of behavior that result from organizational expectations for roles.

understanding of the person’s role

the physical setting in which people operate.

ii) Linking Processes: An organization’s many parts must function in an ordered and coordinated way. The linking processes, which include communication, balancing, and decision-making, are what govern how they interact.

To link the decision centers in the system in a composite form, communication is a technique of evoking action, implementing control, and accomplishing coordination.

Balance is the state in which various elements of a system are in harmony and maintain a harmoniously structured interaction with one another.

In the system approach, decision analysis is also regarded as a linking process. Making the choice to generate or take part in the system. The choice to produce depends on each person’s mentality and the needs of the company.

Individuals’ choices to become actively involved in an organization’s operations depend on their understanding of what is expected of them during participatory decision-making.

In conclusion, these theories advocate for allowing workers and employees to participate in managerial decision-making that affects them since they should be viewed as social and economic people with needs.