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© 2014 Research Academy of Social Sciences
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International Journal of Management Sciences
Vol. 3, No. 8, 2014, 559-570
Workers’ Participation in Decision-making and Workplace
Management in Emerging Economies: A Case of Nigeria
Longe Olukayode1
Abstract
The study sought to investigate the form, status and level of participation of workers in management
decision-making and workplace governance in a purposively selected public sector organization. A survey
design was adopted for the study. Participants were 800 Abuja based Nigerian employees selected through
the use of stratified random sampling technique. The basic criteria for inclusion in the sample were
organisational tenure of five (5) years and above and job-rank. Data were obtained using an EPMD
questionnaire which has a modified 5-point rating scale with reliability co-efficient of 0.86. Descriptive and
inferential statistics were used for the analysis of data collected from respondents. The main hypothesis
which guided the study was tested using t – test statistical method at 0.05 level of significance. The study
established a significant difference in the perception of managerial and non-managerial employees towards
workers’ participation in decision-making and workplace management. The study also revealed that a
combination of pseudo and indirect form of workers’ participation which was mutually unsupportive of
organisational productivity was practiced. Furthermore, the result indicated a near total absence of full
participation, but respondents had a perceived feelings of moderate involvement in managerial decision-
making activities. The study concluded that the method of workers’ participation in existence was deficient
and lacked the status of total sharing of managerial decision-making activities in public sector organisations.
Keywords: Participation, Collaboration, Consultation, Decision-making and Workplace governance.
1. Introduction
The global competitive pressure and changing business environment have resulted in flexible
organisational response to workers’ participation in management decision-making and governance in the
work–place. This lofty concept of organisational value is based on humanistic–democratic ideal, which
replaces the depersonalized mechanistic value system of bureaucracy in the work–environment (Aluko,
2012). In this context, the idea of workers’ participation represents a radical shift from the old system of
hierarchical management to a scheme in which workers are allowed to participate in the wider aspects of their
workplace management. Such participation should facilitate effective utilization of available resources and
execution of long term expansion plans, including diversification (Chandel, 2011). It should further ensure
the involvement of workers in the day to day management of operations in their work–organisations. Besides,
the scheme is to help in bringing about the cultural acceptance of decent-work standard in industries and
other business firms (ILO, 2005).
According to Singh (2009), involving the workforce’s entire capacity to generate new ideas and ways of
working, is one of the drivers of success in organisations. This is because, in firms where participation is
encouraged workers are given opportunities to take initiative, join in decision-making and share their
opinions about their jobs and job related issues. From a pragmatic view point, this may be explained to mean
that, rather than saddling management solely with the responsibility of making the entire decisions in the
workplace, all those who are to be affected by those decisions including workers should be involved in the
planning and implementation. In doing this, workers would be willing to accept the responsibility of
1Ekiti State University, Ado – Ekiti, Nigeria
L. Olukayode
560
involvement whenever the opportunities arise in their organizations. Thus, the arrangement of participation
puts workers in a vantage position to proactively influence the way their work is done and to form a sense of
ownership over their work. The scheme has now become a more meaningful way of making work more
satisfying and involving in organisations (Rathnarkar, 2012).
However, despite the huge opinions in favour of a new paradigm shift on workers’ participation,
opportunities for the scheme and inputs of workers’ ideas are still feeble particularly in emerging economies.
Noah (2008) asserted that management attitudes regarding workers’ participation were not favourably
disposed toward granting workers significant measure of involvement in management decision-making. This
is particularly so because some managers still nurture the traditional belief, that sharing power with workers
over workplace governance may erode their authority, control and influence. Also, Adewumi (2009) opined
that the Nigerian workers’ are still operating in a hostile environment where the work-relations are guided by
the interest of management, irrespective of the feelings of workers. In India, real workers’ participation is still
relatively rare and sustainability of recent development remains nebulous or at best unpredictable.(Sen,
2012).Research studies conducted by some scholars revealed that trade unions and workers have very limited
influence in Malaysian organisations (Parasuraman and Jones, 2006; and Todd and Peetz, 2001).
In contrast however, the reverse is the case in most developed economies. The arrangement of workers’
participation has the force of law in Germany, Holland, Norway, Yugoslavia, Sweden and Belgium. The co–
determination law in these countries makes it legally mandatory for management to inform their workers or
representatives about every important company plan and also make such plans a collective bargaining issue
by negotiating them with the workers’ union before implementation. In Spain and Poland, managerial
decision-making was initially centered at the top. Participation appears now to be the most appropriate
arrangement to both the workers and management. The managerial approach in UK, USA and Australia is
highly democratic. Today, the work-life in Japanese establishments is stylized, because organizations
regardless of ownership are run in a truly democratic manner. The work-situations are governed by means of
a strict adherence to the collective will of workers’. Thus, one can therefore, but agree with the view of Noah
(2008), that the denials of workers active involvement in decision–making is held to be one of the major
causes of problems which are manifested daily in the work–life of modern employees. Under such a scenario,
the utility of workers’ participation in management decision-making may be restricted.
Given the long standing adversarial relationship between management and workers in most of the
emerging economies, especially in Nigeria, it is not unexpected that the cooperative experiment of workers’
participation in decision–making may be defective and far–short of sharing decision–making power, which a
full workers’ participation should connote. Many employers particularly in the developing economies are still
insisting on the prerogatives and unilateral rights of management to governance in the workplace. Their
contention is that workers are passive resource to be controlled and prevented from interference with
managerial decision-making in order to enhance performance in work organizations. Some management
personnel are even cynical that co-control by workers could be dangerous and detriment to organisational
health. It is against this backdrop, that this study aims to investigate the form, status and level of participation
of workers in managerial decision-making activities in a public sector organisation in Nigeria.
2. Literature Review
Typical of any management concept, the term workers’ participation has as many definitions as the
number of scholars who have shown interest in it. According to Parasuraman (2007), workers’ participation
referred to the wide variety of policies, mechanisms and practices that enable employees to take part in
decision–making frequently at the level of enterprise or workplace. Within this sort of context, it is a scheme
in which workers have obtained or been given the right to partake in managerial decision–making. Sen (2012)
described workers’ participation as a process for employees to participate, affect or influence decision related
to their work environment. This definition is suggestive of a higher order of collaborative activities between
workers and management that result in changes in organisational policies and decisions. In the same
perspective, Parkes, Scully, West and Dawson (2007) defined workers’ participation as a process which
International Journal of Management Sciences
561
allows employees to exert some influence over their work and conditions under which they work in
organisations. Through this arrangement, workers are offered the opportunity of releasing their own resources
of initiative and creativity towards the accomplishment of the corporate goals.
To this end, Basal (2007) is of the view that workers’ participation is increasingly becoming an integral
part of managerial strategy for involving a coordinated effort between management and workers in an
organisation to develop and sustain competitive advantage. As part of the managerial approach in work
organisations, the scheme can be said to be a special case of delegation which serves as supplement to formal
delegation in order to optimally maximise the productive efforts of workers. It is a principle of attaining
industrial democracy by ensuring the total involvement of workers in achieving the organisational goals of
the enterprise (Chandel, 2011). In this way, good participation in work organisations entails a sort of
distribution of social power, so that it tends to be shared among all those who are engaged in the work, rather
than being concentrated solely in the hands of management. Hence, workers’ participation is seen as a
symbol of joint and cordial relationship which explains the extent of adjustment between workers and
management for the maintenance of peaceful and harmonious co–existence in the work – environment
(Kumar and Taunk, 2013).
Guided by the literature, different forms of workers’ participation are in existence in the global
workplace. These various participative arrangements occur through a wide variety of ways. It can be direct
participation, providing workers a direct say in the organisation through work in teams or projects or indirect
which is representative participation (Boxall and Purcell, 2008; and Parasuraman and Jones, 2006). The direct
workers’ participation allows individual employees to shape business decisions and policies in work-
organisations (Heery and Noon, 2001). The studies of Parasuraman (2007) and Parasuraman and Jones
(2006) carried out in large Malaysian companies established that indirect workers’ participation occurs
through the practice of joint consultation and collective bargaining. It is also characterized by a wide ranging
human resource management activity such as suggestion scheme, quality circles, work-council, and workers’
partnership in providing input into strategic decision making (Summer and Hyman, 2005). These
participative schemes can contribute to improve employers-employees relations in the organization.(Markey,
2001).
In a related perspective, Levine and Tyson (1990) gave two approaches to participation-consultative and
substantive. In the consultative form, employees provide information or advice but management retains the
right to make decisions. The substantive approach, offers workers greater autonomous control over method
and pace of work and make decisions that substantively affect the work processes and designs in
organisations. Furthermore, Pateman (1970) in Sayce and Gold (2011) and Parasuraman (2007) gave three
categories of workers’ participation. The first is full participation, similar to direct participation, when
workers have equal power to determine outcomes in decision–making process. The second, which is partial
participation, when workers representatives influence decision – making process, but do not have power to
decide the outcome. This approach is akin to indirect participation. The third is pseudo participation when
management persuades workers to accept ready–made managerial decision. Except for the pseudo form, the
other categories of participation enable workers to see themselves as stakeholders and in many ways make
use of their creative talents for the maximum achievement of the declared objectives of their workplace.
Empirical studies have also offered good insight into the roles in which workers’ participation played on
organisational commitment in the work environment. (Yahya, Ahmad, and Fatima, 2008; Karia and Asaari,
2006; and Bakan, Suseno, Pinnington and Money, 2004; and Guthrie, 2001; and Hall and Soskice,
2001).Chandel (2011) found positive correlation between workers’ participation and employee performance.
Some scholars similarly reported that workers’ participation strengthens work – efficiency (Harcourt and
Wood, 2007) absorbs disputes and reduces rate of industrial conflict (Sundaray, 2007) decreases labour turn
over and hiring cost (Rizov and Croucher, 2008) and affects positively and significantly labour management
communication in the workplace (Sirmannarayana, 2009). Long standing empirical studies further indicated
that workers’ participation develops greater responsibility, organisational loyalty and favourable attitudes
towards management (Sen, 1996) ensures improvement in organisational effectiveness (Buitelaar, 1999; and
Ferney and Metcalf, 1995) reduces workers’ alienation (Cook, 1994; and Wilson and Peel, 1990).
L. Olukayode
562
In sum, the various theoretical and empirical works reviewed in this study offered valuable
understanding into the success of workers’ participation as a managerial strategy in organizations but most of
them were carried out in socio-cultural setting different from that of the Nigerian work–environment.
Whatever the merit and status of the scheme in developed economies, they may be different particularly in
emerging economies. This is because socio–cultural norm and background often influence the level and
extent of implementation of any managerial practice in different locations and circumstances. In addition, as
perceived in most public and private work–establishments in Nigeria, there seems to be a dimension of
ambivalence where management presents a favourable disposition towards a scheme, but in reality, this
positive attitude is only rarely reflected in actual practices and policies. The need therefore arises, to
determine the form, status and level of involvement of workers in managerial decision-making activities in
the public sector organisation in Nigeria. Hence, the present study which is empirical and evaluative is fully
justified.
Research Hypothesis
The main hypothesis generated and tested for the purpose of the study is stated below:
Ho: There is no significant difference in the perception of managerial and non-managerial employees
towards workers’ participation in workplace management.
H1: There is a significant difference in the perception of managerial and non-managerial employees
towards workers’ participation in workplace management.
3. Methods
Research Design, Population and Sampling Procedure
This study adopted a survey research design. Participants were drawn from a purposively selected public
organisation, Federal Inland Revenue Service, Abuja, Nigeria with a total population of 7240 employees. The
choice of this organization was influenced by the strategic position it occupies as one of the largest public
revenue generation establishment in Nigeria. Using an appropriate statistical formula for sample selection,
stratified random sampling technique was employed to select 1086 respondents, thus restricting the sample
size to 15% of the total workforce in the organisation. The basic criteria for inclusion in the sample were
employees’ job rank and organisational tenure of 5 years and above. Participants were categorized into two
non over–lapping cadres of managerial and non – managerial employees. The personnel register of the
organisation was used as the sampling frame.
Research Instrument
Questionnaire was the main instrument used for data collection. Out of the 1086 copies of questionnaire
administered by the researcher, 800 copies were retrieved and found usable for analysis with a response rate
of 73.6%. Employee Participation in Managerial Decision (EPMD) questionnaire was designed following
standard format for questionnaire design (Sekaran, 2003; and Saunders, Lewis and Thornhill, 2001). This
questionnaire was used to determine the respondents’ perception towards workers’ participation and assess
the degree of influence which the managerial decision-making activities had on the respondents. The research
instrument also consisted of two (2) sections, sections A and B. Section A dealt with the socio–demographic
characteristics of the respondents. Section B contained 35 items on measures of perception of workers’
participation denoting involvement of workers in managerial activities, power sharing, management style,
workplace domination and suppression, organizational culture, workers’ provision of input into strategic
decision making and fixation of condition of service. The latent and manifest content of all the questions
were to ensure that respondents describe succinctly the form, level of participation and status of workers’
participation in the selected establishment. A set of Likert Scales was used to measure pertinent constructs in
the questionnaire. Except for the questions on biographical details of the respondents, each item of a
construct was presented with five (5) alternative responses for each respective statement with numeric value
1-5 to capture the respondents answer.
International Journal of Management Sciences
563
Validity and Reliability of the Instrument
The content validity of each construct was ensured through pre-testing of the questionnaire with workers
of a related organisation and consultations with experts in management. Their suggestions and reactions to
the questionnaire were used to amend some of the items of the questionnaire which further improved ts
contents before being distributed to participants. Using Kunder – Cronbach coefficient alpha at 0.05 levels,
the reliability coefficient of 0.86 was obtained for the study. Thus, the questionnaire was adjudged as valid
and reliable.
Data Analysis
The data collected through the questionnaire were coded and analyzed using descriptive and inferential
statistics. The main hypothesis of the study was subjected to t–test statistical method at 0.05 level of
significance.
4. Results
Findings on the socio–demographic composition of the respondents showed that their mean age is 34.6
years with a standard deviation of 7.3years. The gender of respondents revealed a disproportionate
representation, where male constituted 74.4% of the sampled population, while female respondents accounted
for 25.6% in the research study. This represents a ratio of 3:1 across the gender group skewed in favour of
males. These findings are reflections of the Nigerian wage employment structure in which male employees
have high participation than their female counterparts as confirmed by previous studies (Longe, 2012 and
FITC, 2011). Findings also showed that a significant proportion (81.2%) of the respondents had educational
background below first university degree or higher college diploma. Their job status indicated that 85.7%
were in the non–managerial cadre, while 14.3% of the respondents were in the managerial cadre. The average
organisational tenure of the respondents is 13.6years with standard deviation of 5.3years. These findings
attested to the educational background and job rank of the participants, majority of whom are non–managerial
employees.
Data in Table 1 shows the perception of respondents on form and status of workers’ participation in
decision-making and workplace management. The mean score values were derived from the Likert scales of
1–5 (Strongly Disagree to Strongly Agree) with pseudo participation having the highest mean value of 4.1
which is higher than the standard mean response average of 2.5 at 5-point rating scale. From the analysis, a
significant majority (84.4%) of the respondents agreed in strong and mild terms that pseudo participation is
the mainstay form of workers’ participation. A negligible (8.2%) of the respondents strongly disagreed while
only a few (4.9%) of the total sample disagreed and the rest (2.5%) of the respondents were indifferent.
Furthermore, results showed that the standard variation of opinion of respondents is .748 and skewness is -
.542, which showed that the opinion is dispersed to higher side of the respondents. The value of the Kurtosis -
.276 which is platykurtic, supported the pseudo form of participation.
The respondents’ perception relating to full workers’ participation is encouraged has mean value of 1.47
which is below the average mean of 2.5 at 5-pointrating scale. The variation in opinion and skewness are put
at7.835 and -.385 respectively. These depicted that the opinions of respondents are scattered at lower side.
Worthy of note is that, an overwhelming majority (86.3%) of the respondents disagreed in both strong and
mild terms that full workers’ participation is encouraged. The calculated value of the Kurtosis indicated that
the distribution of the view is platykurtic. This implied that full workers’ participation is a rarity in the
organization. On the indicator of workers are involved in decision – making through their representatives, the
mean score value of the respondents is slightly just above average (2.52). Thus, it is evident from Table I,
that five (5) out of ten (10) respondents, that is, (50.2%) agreed both in strong and mild terms to this
indicator. The standard deviation and skewness are .762 and -.543 respectively, showing that the respondents’
opinion is neither on the higher nor lower side, with the average mean indicator. The calculated value of
Kurtosis also indicated that the distribution of respondent’s opinion is platykurtic, thereby suggesting a
relatively weak status of workers’ participation in workplace management.
L. Olukayode
564
The paradox that is apparent in the study is the opinion of respondents on the indicator, indirect
participation is in existence. Data in table I reveals that almost half of the respondents 49.6% agree in both
strong and mild term to this indicator while (20.7%) of the respondents disagree and (25.3%) strongly
disagree. The mean value of the opinion is average (2.50), which also indicated that the opinion of
respondents is neither dispersed to the higher side nor to the lower side. The standard deviation of opinion is
.816 while skewness is -.544. The Kurtosis is -.701, which showed that the distribution of opinion is
platykurtic, indicating that an indirect form of workers’ participation is also subsisting.
Table 1: Perception of Respondents on Form and Status of Workers’ Participation in Decision –
Making and Workplace Management N = 800
Constructs Strongly
Agree Agree Indifferent Disagree
Strongly
Disagree Mean
Standard
Deviation Kurtosis Skewness
Workers are
involved in
decision-making
through their
representatives
2.5%
(21)
49.7%
(382)
0.4%
(3)
44.1%
(353)
5.3
(42) 2.52 .762 .652 -.543
Work environment
is free from
domination and
suppression
4.9%
(39)
8.2%
(66)
2.5%
(20)
69.6%
(557)
14.8%
(118) 1.96 .748 .276 -.542
Management style
is participative
5.7%
(46)
17.3%
(139)
4.4%
(35))
51.8%
(414)
20.8%
(166) 1.87 .732 -.635 .645
Full workers
participation is
encouraged
1.9%
(15)
2.1%
(17)
9.7%
(78)
12.3%
(98)
74%
(592) 1.47 .835 .385 .623
Indirect
participation is in
existence
1.4%
(11)
48.2%
(386)
4.4%
(35)
20.7%
(166)
25.3%
(202) 2.50 .816 .701 .544
Pseudo
participation is the
mainstay
14.8%
(118)
69.6
(557)
2.5%
(20)
4.9%
(39)
8.2%
(66) 4.1 .748 .276 -.542
Transparency and
free flow of ideas
are given chances
1.9%
(15)
2.1%
(17)
9.7%
(78)
74%
(592)
12.3%
(98) 2.03 .748 .276 -.557
Organisational
culture is
supportive of
workers’
participation
2.2%
(18)
10.5
(84)
0.41%
(3)
50.3%
(402)
36.6%
(293) 1.64 .746 .359 .343
Power is equally
distributed and
decentralized
2.6%
(2)
3.3%
(26)
8.4%
(67)
84.5%
(676)
8.4%
(67) 1.56 .766 .654 -.547
Source: Field survey, 2014.
Regarding the organizational culture is supportive of workers’ participation, it is observed that the mean
score value of respondents is 1.64, which is below the standard average 2.5 at 5-point rating scale. Standard
deviation and skewness are recorded at .746 and -.343 respectively. This suggested that the distribution of
opinion of respondents is scattered towards the lower side. The calculated value of Kurtosis -.359 revealed
that distribution of opinion is platykurtic indicating that the organisational culture is non – supportive. More
importantly, it is clear from the data presented in the table, that the general mean value of other indicators
were <2.5 at 5-point rating scale, as there are relatively no significant lines of differentiation in the pattern of
computed data with management style is participative having mean score of 1.87, (sd = .732) and skewness is
-.543, transparency and free flow of ideas are given chances has mean score of 2.03 (sd = .748) and skewness
is -.557, work environment is free from domination and suppression with mean score value of 1.96 less than
the standard average of 2.5 at 5 point scale. Standard deviation and skewness are recorded at .748 and -.542
International Journal of Management Sciences
565
while power is equally distributed and decentralized has mean score value 1.56 (sd = .746). The skewness is -
.542. On the four (4) indicators, the total sample of respondents showed that the opinions are scattered
towards the very lower sides of the standard scale while the calculated values of the Kurtosis portrayed the
distribution of views as platy kurti crein forcing a weak status of workers’ participation in decision-making
and workplace management.
Table 2 provides the mean score value and standard deviation of respondents’ opinion on level of
participation of workers in managerial decision–making activities. The recorded mean value ranged from
2.03 (lowest) to 3.35 (highest) on a numeric scale 1 (very low extent) to 5 (very high extent). Overall analysis
revealed that, six (6) out of the seven (7) variables have mean score values of between 3.11 and 3.35 thereby
suggesting a perceived feeling of relatively moderate involvement. The measure of provision of input into
strategic decision-making has lowest mean value of 2.03 (sd=1.01). On the total sample of respondents,
identification of training needs has the highest mean score value of 3.35 (sd=0.63) followed by fixation of
condition of service which has mean value of 3.33 (sd=0.65), encouragement of collective bargaining with
mean value of 3.23 (sd = 0.68) and contribution to health and safety matters has mean score of 3.20 (sd =
0.79). Similarly, study data showed that at least half of the respondents (50.3%) rated their involvement as
moderate extent, (21.2%) low extent, (13.5%) as very low extent (8.0), to high extent and the rest (7.0%) of
the respondents concurred on very high extent to the use of joint consultation in finding solution to work
related problems. These results buttressed the previous finding of perceived feelings of relatively moderate
participation in managerial activities.
Table 2: Respondents Opinion on Involvement of Workers’ in Managerial Decision – Making
Activities
N = 800
Construct
Very
High
Extent
High
Extent
Moderate
Extent
Low
Extent
Very
Low
Extent
Mean
Score
Value
(sd)
Standard
Deviation
Encouragement of
collective bargaining
0.4%
(3)
8.0%
(64)
52.6%
(420)
32.5%
(261)
6.5%
(52) 3.23 0.68
Organization of
work-processes and
designs
0.5%
(4)
2.6%
(21)
51%
(408)
30.4%
(245)
15.5%
(122) 3.11 0.68
Providing input into
strategic decision
making
1.7%
(14)
8.4%
(67)
36.6%
(292)
51.8%
(414)
1.6%
(13) 2.03 1.01
Planning of
organisational goals
2.6%
(21)
14.7%
(117)
54.3%
(435)
20.6%
(165)
7.8%
(62) 3.18 0.83
Identification of
training needs
2.1%
(17)
11.2%
(90)
62.4%
(499)
20.3%
(499)
4.0%
(32) 3.35 0.62
Using joint
consultation in
finding solution to
work related problem
7.0%
(56)
8.0%
(64)
50.3%
(402)
21.2%
(170)
13.5%
(108) 3.12 0.79
Contribution to
health and safety
matters
8.5%
(68)
10%
(80)
58.8%
(470)
20.6%
(165)
2.1%
(17) 3.20 0.73
Fixation of condition
of service
0.5%
(4)
3.2%
(26)
60.3%
(482)
34.0%
(272)
2.0%
(16) 3.33 0.65
Source: Field survey, 2014.
L. Olukayode
566
Data in table 3 shows the t–test summary on the study hypothesis, which held on the assumption that
there is no significant difference in the perception of managerial and non-managerial employees towards
workers’ participation in work-place governance. To analyze this hypothesis, responses to the 16
differentLikert scale format questions were obtained using mean and standard deviation for both non–
managerial and managerial employees. The test statistics was the t – test of independence of the mean score
value.The table showed that thetcal value of 2.26 is greater than the tcrit.value of 1.83 at 0.05% level of
significance. This implies, that the result does not support the null hypothesis, Ho, and it is rejected,while an
alternative hypothesis is accepted. Therefore, it can be concluded that there was a significant difference in the
mean proportion of the perception of non–managerial and managerial employees towards workers’
participation in workplace governance in the organization.
Table 3: Summary of t – test on the Difference in the Perception of Managerial and Non-Managerial
Employees towards Workers’ Participation in Workplace governance.
Employees’ Cadre N X SD df tcal tcritical P
Non – Managerial 686 2.65 1.13 5 2.26 1.83 <0.05
Managerial 114 2.39 1.16 5 Source:Field survey, 2014.
5. Discussion and Implications
The present study aimed to investigate the form, status and level of participation of employees in
workers’ participation in managerial decision–making and workplace governance. Respondents in general,
had a perceived feelings of pseudo form of workers’ participation in managerial decision–making activities.
Our findings revealed that the type of workers’ participation in practice is different from the substantive
approach of Levine and Tyson, (1990) where workers have greater autonomous control over method and pace
of work and made decisions that substantially affect the work processes and designs in their employing
organizations. The weight of evidence from this study bore semblance to the pseudo participation of Sayce
and Gold (2011) and Parasuraman (2007), where management already has the final decision and only
persuade the union or workers’ representatives to accept its decisions. Significantly, our study finding
deviated from the direct form or full of participation of Heery and Noon (2001) which allows individual
employees and workers’ representatives to shape business decisions in work-organizations. The implication
of this, is that the direct form of workers’ participation is a rarity in Nigeria and similar in situation to that of
India. This is against the practice in some Western and Eastern European countries, where the arrangement is
highly institutionalized.
An ambivalence but salient finding of the study is the indirect participation which confirmed a multi–
combination of form of workers’ participation scheme in public sector organizations in Nigeria. This result
mirrored the view of Parasuraman, Mustapha, Kooiker and Kneppers–Heijnert (2013) that “in industrial
democratic terms, the emphasis of workers’ participation has been on workers’ right to participate often
through indirect means. As such, it appears that the emerging trends in Nigeria today are the indirect forms of
workers’ participation. These arrangements occur through the mechanism of joint consultation and collective
bargaining practice, as corroborated by findings in other studies conducted by (Parasuraman, 2006; and
Summer and Hyman, 2005). However, the multi combination of pseudo and indirect forms of workers’
participation may often be conflicting and not in accord with what much of the literature suggests. Only
direct and indirect forms of workers’ participation are mutually supportive in work-organisations (Markey
and Gollan, 2001). This is also in agreement with the findings of Brewster, Wood, Croucher and Brookes
(2007); Parasuraman, (2008 and 2001) and Pyman, Cooper, Teicher and Holland (2006), that a combination
of direct and indirect form of workers’ participation leads to the best organisational results.
By and large, our analysis revealed that, respondents in totality have perceived feelings of moderate
involvement of workers’ participation in managerial decision–making activities. This finding buttressed the
findings of Noah (2008) who claimed that most companies in Nigeria are yet to attain a higher level of
International Journal of Management Sciences
567
participation as the European types. It also suggests that, as regards public sector organization in the country,
either workers’ participation in management decision–making is an unimportant corporate strategy or that
management perceives it as so. The confirmation of our main hypothesis that, there is significant difference
in the perception of managerial and non-managerial employees towards workers’ participation in workplace
governance in Nigeria tends to affirm this.
Thus, the real problem with the practice of meaningful workers’ participation that will contribute to
greater organisational productivity in Nigeria lies in the distribution of social power within the work–
environment. What has emanated within the context of this study indicates that the non–supportive nature of
the workplace culture served as an inhibitive factor constraining significantly the arrangement of workers’
participation in managerial decision-making activities. The precept in the Nigerian work-situation is that,
opportunity for workers to participate in decision-making activities presently has no central appeal to
management in public sector organizations. In this regard, the avenue for the realization of the objective of
workers’ participation is still through the indirect scheme of collective bargaining, which the practice is
currently defective in the country.
6. Conclusion
The findings of this study have demonstrated some valuable insights on workers’ participation in
management decision–making in Nigeria. Taking a specific stand, the study found that there are differences
in the status and level of involvement of workers in managerial decision–making activities as against the
practice in some developed European nations. The Nigerian context of workers’ participation also differs in
form as being operated in advanced economies. In general, there is a significant dissension in the perception
of managerial and non–managerial employees towards workers’ participation in workplace governance in the
country.
However, the two parties should not because of this divergence of opinion feel that their position is
threatened by participation. It is true that workers cannot expend most of their time on participation in
management decision-making to the detriment of their traditional assigned jobs. In the same token,
contemporary business enterprise is too complex to be run solely by management. But, in order to maintain
and sustain a better organizational effectiveness, management and workers need to join hands together as
partners in progress in the achievement of organisational goals. It is also necessary to remission any
dehumanizing element of work-life in the organisational environment. While the design of workers’
participation may create its problems, there is no doubt that management could benefit from this novel idea
by fully involving workers in decision-making in this era of mounting workers’ disenchantment within the
work situation. Empowering and giving workers a greater voice in managerial decision making activities is
likely to have better effect on the accomplishment of corporate productivity and performance. This stance is
hinged on the belief that business establishment cannot be transformed positively without the effective
collaboration between workers and management in the work-environment.
Similar to other research studies, some limitations were identified in the course of this empirical study as
the scope of the research centered mainly on public sector organisation alone. This organization may not be
typical of establishment that practices the scheme of workers’ participation. In addition, the study relies
solely on quantitative data, whereas, both the qualitative and quantitative approaches would no doubt produce
a more objective and broader detailed study to enhance generalizability. However, despite these limitations,
the study has not only offered a good insight into the understanding of the Nigerian context of workers’
participation, it has also provided very much penetration into the organizational dynamics in public sector
establishments in an emerging and reforming economies, like Nigeria.
L. Olukayode
568
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