Download complete project materials on Impact Of Participatory Management On The Performance Of Office Professionals In Organization from chapter one to five
ABSTRACT
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The study examines the impact of participatory management on the performance of office professionals using four selected organization within Kaduna metropolis as a survey. The theoretical basis for the study was done through the review of related literature from textbooks, journals, periodic, conference papers and internet.
The entire population of 85 respondents comprising of the executives and office professionals in the organizations under study was used for the study in view of the small size involved. A set of questionnaire was used as instrument for data collection. Data were analyzed using mean statistical tool of the Four Point Likert Scale.
The findings of the study revealed that participatory management has positive impact on the performance of office professionals as it allows them to derived job satisfaction and motivates them to improve their performance. The study recommends among others that management of organization should ensure that their office professionals participate in management in one way or the other to allow them feel a sense of belonging.
TABLE OF CONTENTS
TITLE PAGE. i
DECLARATION.. ii
APPROVAL PAGE. iii
DEDICATION.. iv
ACKNOWLEDGEMENT. v
TABLE OF CONTENTS. vi
LIST OF TABLES. viii
ABSTRACT. ix
CHAPTER ONE. 1
INTRODUCTION.. 1
1.1 Background of the Study. 1
1.2 Statement of the Problem.. 3
1.3 Purpose of the Study. 4
1.4 Research Questions. 5
1.5 Significance of the Study. 5
1.6 Scope of the Study. 6
1.7 Limitations of the Study. 6
1.8 Definition of Terms. 7
CHAPTER TWO.. 8
REVIEW OF RELATED LITERATURE. 8
2.1 Conceptual Framework. 8
2.2 Concept of Office Professional 9
2.3 Objectives of Participatory Management 10
2.4 Benefits of Participatory Management in an organization. 12
2.5 How Participatory Management has an Impact on Office Professionals’ Performance. 16
2.6 Qualities of a Participative Leader 18
2.7 Summary of the Review.. 20
CHAPTER THREE. 22
RESEARCH METHODOLOGY.. 22
3.0 Introduction. 22
3.1 Research Design. 22
3.2 Area of Study. 23
3.3 Population of the Study. 23
3.4 Sample Size and Sampling Techniques. 23
3.5 Instrument for Data Collection. 24
3.6 Validation of Instrument 24
3.7 Administration of the Instrument 24
3.8 Data Analysis Technique. 25
CHAPTER FOUR.. 26
DATA ANALYSIS AND INTERPRETATION.. 26
4.0 Introductions. 26
4.1 Data Presentation and Interpretation. 26
4.2 Major Findings. 33
4.3 Discussion of Findings. 36
CHAPTER FIVE. 38
SUMMARY, CONCLUSION AND RECOMMENDATIONS. 38
5.1 Summary. 38
5.2 Conclusion. 39
5.3 Recommendations. 40
5.4 Area for Further Study. 41
REFERENCES. 42
APPENDIX A.. 44
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Participative (or participatory) management, otherwise known as employee involvement or participative decision making, encourages the involvement of stakeholders at all levels of an organization in the analysis of problems, development of strategies, and implementation of solutions (Armstrong, 2012).
Employees are invited to share in the decision-making process of the firm by participating in activities such as setting goals, determining work schedules, and making suggestions.
Elton Mayo (1972)in O’Brien as cited in Armstrong (2006) in collaboration with his colleagues tried to find a relationship between working conditions and productivity. This study by coincidence discovered the importance of participatory management and gradually, with emphasis on the social aspects of work groups founded the new school of “human relations” that was trying to encourage a real partnership. Participatory management is the process in which the subordinates are significally involved with their managers in decision making (Shangholi, 2011).
More and more organizations have employed the concept of involving its employee in running the affairs of the organization. Armstrong (2012) argued that employee’s involvement is the concept of recognition that has a great un-tapped potential, but that management retain the rights to manage.
Kim (2004) in his study on participatory management and job satisfaction found that the existence of a participatory planning process increases the level of employee’s job satisfaction. On the same note, Wong &Laschinger(2013) found that employees, who perceive that they have access to workplace empowerment structures, demonstrate higher levels of job satisfaction and report higher performance.
Through participatory management, employees do not just participate in management decisions, but are also given opportunity to articulate individual dissatisfaction, act as a countervailing power source for the management and achieve long term feasibility for the organization as a whole (Armstrong, 2006).
However, looking at the term office professionals, it is a name that emerged from the traditional organizations who is formally known as the secretary, reprographers, typist, stenographers etc.(Eruanga, 2010).
Thus, an office professional is defined by American Society of Administrative Professionals (2012) as a person whose work consists of supporting management including executives, using a variety of project management, communication and organizational skills, computer skills etc.
Abdulkadir et al, (2012) observethatseveralacademic studies have shown that organization which foster employee participation have higher productivity and performance rates, increased levels of job satisfaction, while at the same time are characterized with lower absenteeism and turnover rates.
1.2 Statement of the Problem
Environment in which organizations operate continued to change. This dynamism means that significant changes in the way work gets done must also occur whereby are required to do more with fewer resources.We often think of a manager or leader as one who is expected to exhibit a right behavior towards employees or subordinates.
Yet it is realized that in most organizations work are task-focused and routine with no flexibility, and yet decisions and policies are imposed on subordinates. In such organizations where the management perceives employees as mere hands to get job done, employees would pretend to do well due to the standards and measure being assigned to them.
Although, by encouraging participatory management, managers are in effect decentralizing authority within their organizations.
This leads to improved decision quality, increased commitment for employees to the decision outcomes which they have influenced, and, above all, it enhances their job performance (Ezekiel, Thomas and Joseph, 2015) but it has been observed that some managers are not aware of these benefits and how it can enhance their performance.
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