UNIVERSITI PUTRA MALAYSIA
PARTICIPATION IN DECISION-MAKING AMONG TRAINERS AND RELATIONSHIPS WITH JOB SATISFACTION
AND PERFORMANCE
MICHAEL DOSIM LUNJEW
FPP L 1994 3
PARTICIPATION IN DECISION-MAKING AMONG TRAINERS AND RELATIONSHIPS WITH JOB SA�ISFACTION
AND PERFORMANCE
By
MICHAEL DOSIM LUHJEW
Dissertation Submttted in Partial Fulfillment of the Requirements for the Degree of Doctor of Phi losophy in the
Centre for Extension and Continuing Education Universiti Pertanian Malaysia
February 1994
I wish to express my grateful acknowledgement and
appreciation to Prof . Dr . Rahim Md . Sai l , the Chairman of
the supervisory committee , and the other committee members
Dr . Abu Daud Silang and Dr . Alang Perang Zainuddin , for
without their counsel , guidance and encouragement , this
thesis would not have been completed successful ly .
I also wish to acknowledge the contributions of my
graduate colleagues and staff members at the Centre for
Extension and Continuing Education in U . P . M . who had
contributed towards this thesis in one way or another . My
sincere thanks and appreciation also go to the respective
heads and coordinators in the participating training
institutions where this study was conducted for their very
valuable cooperation and assistance in the completion of
this thesis . Not forgotten also are the training officers
in these insti tutions for their cooperation and support
for participating in this study .
I am also very grateful to the Public Services
Department of Malaysia , for giving the financial support
to undertake this doctoral programme . Special thanks and
appreciation also go to Universiti Pertanian Malaysia ,
particularly the Centre of Extension and Continuing
Education for giving me the opportunity to embark on
this enriching journey into the academic world .
ii
I am also very thankful to many parties and
institutions , who had helped me in one way or another , and
particularly the National Institute of Public
Administration ( INTAN ) for allowing me the use of their
facilities while preparing this thesis .
Finally , and specially I am grateful to my wife ,
Christine , my two daughters Joleen and Edeleen and my son
Raymond for their love , understanding , encouragement and
patience throughout my graduate programme that made this
work a success .
i i i
TABLE OF CONTENTS
ACKNOWLEDGE�ENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
LIST OF ABBREVIATIONS . . . . . . . . . . . . . . . . . . . . . . . . . .
AaSTRACT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
A13STRAK * • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
CHAPTER
I
I I
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Statement of the Problem
Objectives of the Study
. . . . . . . . . . . . . . . . . .
Signi ficance of the Study . . . . . . . . . . . . . . . . .
Scope and Limitations of the Study .. . . . . . . .
Definition of Terms . . . . . . . . . . . . . . . . . . . . . . .
REVIEW OF RELATED LITERATURE
Introduction
Leadership and Participation . . . . . . . . . . . . . .
Motivation Theories and Participation . . . . .
Need Theories of Motivation
Cognitive Theories . . . . . . . . . . . . . . . . . . .
Reinforcement and Social
Page
ii
vi ii
x
xi
xii
xv
1
1
7
12
13
14
15
21
21
23
30
3 2
37
Learning Approaches • . • . • . • . • • • • . • • • • • 47
iv
Page
Participation , Performance and Satisfaction • . . . . . . • . . . . . . . . . . . . . . . • . 5 3
The concept o f Employee Participation • • • . . • • • • • • • . • • . • • • • • • • . 53
Forms of Employee Participation 55
Benefits and Research Findings on Employee Parti ci pation • • • • • . . • • • • 5�
Participation Models of Sati sfaction and �erformance • . • • • • . • . • • • • • • . • • • • • • • . . • 65
conceptual Framework of Predictors of Participation . . . . . . . . . . . . . .
Hypotheses • e..- . . . ... . . . . . . . . .. . . . . . . . . . . . . . . . .
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
III RESEARCH METHODO�OGY . . . . . . . . . . . . . . . . . . . . . .
Conceptual Model of the Study of Participation in Decision-Making
Operational Model of the study of Participation in Decision-Making
Operational isation of Research
, . . . . . . . . .
. . . . . . . . . .
68
75
77
79
80
8 2
V�riables • . • . . • . . . . . . . . it • • • • • • • • • • • • • • • • • • 84
Employee Participation , Performance and Job satisfaction • • . • • • • • • • . • . • . • • 84
Predictor Variables . . . . . . . . . . . . . . . . . . 8 9
The Questionnaire Format • • • r • • • • • • • • • • • • • •
Procedures for Sample Selection . . . . . . . . . . . 9 8
ProcedUres for Data Collection . . .. . . . . . . . . . 106
Reliabi lity Tests of the Scales . . . . . . . . . . . 109
statistical Techniques for Data Analysis 113
Tests of Signi ficant Relationships . . . . . . . . 115
v
IV
Page
FINDINGS AND DISCUSSIONS . . . . . . . . . . . . . . . . . 117
Characteristics of Respondents . . . . . . . . . . . . 117
Demographic Characteristics : Sex, Grade , and Highest Degree • • • • • • • • • • • • 118
Other Demographic Character istics 122
Job Abil ities , Traits and Motivation Characteristics
Perception on Selected organisationa l Variables
participation , Job satisfaction
126
129
and Performance • • • • • • • • • • • • • • • • • • • • • • 132
Participation Relationships with Research Variables • • • • • • • • • • • • • • • • • • • • • • • • 136
Relationships with Job Satisfaction and Performance • • • • • • • • • • • • • • • • • • • • • 136
Relationships with Selected Predictor Variables • . • • • • • • • • • • • • • • • 139
Discussions on Hypotheses Testings of Relationships
predictors of Participation . . . . . . . . . . . . . .
Discriminant Variables of Participati on
Participation and Motivational Needs
Predicting Motivation to Participate
14 4
146
154
159
Using the Expectancy Theory . . . . . . . . . . . . . . . 170
Model of Employee participation : Adaptation of Porter & Lawler (1968) 17 1
Summary of Findings . . . . . . . . . . . . . . . . . . . . . . . 173
vi
v SUMMARY , CONCLUSIONS , IMPLICATIONS AND RECOMMENDATIONS . • . . . • • . • . • • • • . • . . • . • •
Summary
Research Problem . . . . . . . . . . . . . . . . . . . .
Objectives of the Study . . . . . . . . . . . . . .
The Methodology . . . . . . . . . . . . . . . . . . . . . .
Summary of Findings
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Implications
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . .
Recommendations for Managing Participation in Organisations
Recommendations for Additional
Page
1 7 5
1 7 5
1 7 5
1 7 9
1 8 0
1 84
1 9 3
1 9 5
2 0 1
2 01
Research • . . • . . • . • • • . • • • • • . • • . • • . • • • . • 2 0 3
BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 0 5
APPENDICES
A Questionnaire in Engli sh 2 2 0
B Questionnaire in Bahasa Mal aysia 2 34
C Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
D Additional Table . . . . , . . . . . . . . , - . . . . . 2 5 2
BIOGRAPHICAL SKETCH . . . . . . . . . � . . . . . . . . . . . . . . . . . 255
vi i
LIST OF TABLES
Table
1 .
2 .
3 .
4 . .
5 .
6.
7.
8 .
9.
1 0 .
1 1 .
1 2 .
1 3 .
14 .
Number of Trainers in Federal Training Institutions in 1991
Estimated Number of Trainers in Training Institutions from statutory Agencies . . . . .. .
Sample S i ze and Response Rates from Selected Institutions . . . . . . . . . . . . - . .
Pre-Tests and Final Rel iabil ity Statistics of Research Variables
Respondents ' Characteristics : Grade by Sex . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .
Respondents' Characteristics : Highest Degree by Sex • • • • • • • • • • • • • • • • • • • •
Respondents' Characteristics : Highest Educational Qualifications by Institutions . • . . . . . . . . . . . . • . . . . . • . . . • . .
Distribution and Summary Statistics of Selected Demographic Variables • • • • • • • • • • • •
Summary Statistics : Job Abilities , Traits and Motivation • • • • • • • • • • • • • • • • • • • •
Summary Statistics : Percepti ons on Organisational Variables • • • • • • • • • • • • • • • • •
Distribution and Summary Statistics : Level o f Participation , satisfaction and Performance
Correlation Coefficients for Job satisfaction and Performance with Participation • • • • • • • • • • • • . . • • • • • • • • •
Correlation Coefficients Between Selected Individual Variables with Participation • • • • • • • • • • • • • • • • • • • • • • • •
Correlation Coefficients Between Organisational Variables and Participation • • • • • • • • • • • • • • • • • • • • • • • •
vii i
Page
1 0 0
104
1 0 8
1 1 2
1 1 9
1 2 0
1 2 1
1 2 3
1 2 7
1 3 0
13 3
1 3 7
141
144
Table
1 5 . Simple Multiple Regression Analysis :
1 6 .
1 7 .
1 8 .
1 9 .
2 0 .
2 1.
2 2.
2 3.
Predictors of Participation . • • • • • • • • • • • • •
stepwise Multiple Regression Analysis : Predictors of Participation • • • • • • • • • • • • • •
Discriminant Analysis : standardised Cannonical Discriminant Function Coefficients of Participation . . . . . . . . . . . .
stepwise Discriminant Analysi s : Standardised cannonical Discriminant Function Coefficients of participation
Importance of Intrinsic Participation Outcomes : Means and Standard Deviations
Importance of Extrinsic Participation outcomes! Means and Standard Deviations
Perceived Probabi l ity of Realising Intrinsic outcomes : Means and Standard Deviations • • • • • • • • • • • • • • • • • • • • • •
Perceived Probability of Realising Extrinsic outcomes : Means and Standard Deviations • • • • • • • • • • • • • • • • • • • • • •
Correlation Matrix of Predictor "Cl�:iCll)JLE!e; • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
ix
Page
148
151
1 5 6
1 5 8
162
164
1 6 6
1 6 7
2 5 2
LIST OF FIGURES
Figure
1 .
2 .
3 .
4 .
Vroom' s VIE Model of Job Motivation and Performance . . . . • • • • . " • • • • • • . . . . . . . . • •
Porter and Lawler ' s Model of Performance and satisfaction . • . . . . . . . . . . . . . . . . . . . . . . .
conceptual Framework of ParticipationPerformance and participation-satisfaction Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . .,
Operational Model of Predictors of Participation in Decision-Making
x
. . . . . . . . .
Page
38
4 1
8 1
8 3
FELDA -
lAB -
lKU -
ILPP -
INPUT -
INTAJf -
NPC -
LIST OF ABBREVIATIONS
Federal Land Development Authority .
Aminuddin Baki Institute , Ministry of Education ,
Pahang.
Institute of Public Health , Ministry of Health ,
Kuala Lumpur.
Agricultural Extension Training Institute ,
Agricultural Department , Serdang , Selangor.
FELDA Land Administration Institute , FELDA ,
Perak .
National Institute of Public Administration ,
Public Services Department , Kuala Lumpur .
National Productivity Corporation (Centre
previously ) .
PULADA - Army Training Centre , Ministry of Defence ,
Johor.
PULAPOL - Police Training Centre , Royal Mal aysian Police
Department , Kuala Lumpur.
xi
Abstract o f dissertation submitted to the Senate of Uni versi ti Pertanian Malaysia in partial fuifilllllent of the requirements for the degree of Doctor of Philosophy .
PARTICIPATION IN DECISION-MAKING AMONG TRAIHERS AND RELATIONSHIPS WITH PERFORMANCE
AND JOB SATISFACTION
By
MICHAEL DOSIM LUHJEW
February 1994
Chairman : Prof . Rahim Md . Sail , Ph . D.
Faculty : Centre for Extensi on and Continuing Education
This study was conducted to determine the nature of
relationships between participation an4 job satisfaction
and also with performance . It also sought to identi fy
significant predictors , discriminant variables and valued
outcomes from participation among trainers of public
sector institutions in Malaysia . Finally , it attempted to
determine whether or not Porter and Law�er's ( 19 68 )
expectancy model could represent an appropriate framework
for studying employee participation .
A total of 250 trainers from the managerial and
supervisory levels in e ight publ ic sector training
i nstitutions were studied . The study used structured
questionnaires as the research instrument . It discovered
that level of perceived participation among trainers was
xii
high and that employee participation was found to
have a moderate and positive relationship with job
satisfaction . However , its relationship with performance
was slightly weaker . The findings appeared to match
closely with some of such studies in the West , suggesting
that these studies were not very much different across
cultures .
Employee participation could be better managed if
certain critical factors were present in an organisation .
These include supportive superiors having lesser degree of
authori tarianism in their management approach , whi le
employees should have high need for independence and
perceive that they face a moderate amount of work
pressure. In selecting appropriate people for programme
heads or as team members , high need for independence , high
need for achievement , high level of job abilities and
reasonably high level of education could represent
appropriate selection criteria . On outcomes from
participation , trainers were found to p�ace greater
importance on intrinsic than extrinsic outcomes . The
study also suggested that the Porter and Lawler' s (1968)
expectancy model could be useq as a suitable framework f or
studying employee participation .
The study recommended that future related studies
should cover employees from other groups in the public
sector and other trainers in the business sector.
xiii
Further , employee participation should be acti vely
encouraged in the publ ic sector so that it becomes an
important part of its organisational culture .
xiv
Abstrak dissertasi dikemukakan kepada Senat Universiti Pertan ian Malaysia untuk memenuhi sebahagian daripada keperluan urttuk i jazah Doktor Falsafah.
PENYERTAAH DALAM MEMBUAT KEPUTUSAN DI KALANGAN JURULATIH DAN HUBUHGANHYA DUGAN PRESTASI
DAN KEPUASAN KERJA
Oleh
MICHAEL DOSIMLUHJEW
February 1 994
pengerusi! Prof. Rahim Md. Sail , Ph. D.
Fakulti : Pusat Pengembangan dan Pendidikan Lanjutan
Kaj ian ini bertujuan untuk menentukan corak kaitan di
antara penyertaan dengan prestasi dan kepuasan kerja.
Kaj ian ini juga bertujuan untuk mengenalpasti beberapa
penentu penyertaan , variabel diskriminan dan ganjaran yang
boleh diperolehi daripada penyertaan di kalangan tenaga
penga j ar sektor awam Malaysia. Akhir sekal i , kaiian ini
cuba menentukan sama ada model ekspektansi Porter dan
Lawler (196 8 ) sesuai digunakan sebagai satu rangka untuk
mengkaji penyertaan .
Seramai 250 orang tenaga pengajar qaripada kumpulan
pen gurus an dan penyel iaan dalam lapan institusi
latihan sektor awam tel ah dika j i . Kaj ian tersebut
menggunakan soal se�idik jenis berstruktur sebagai
instrumen kaj ian . Kaj ian telah mendapati bahawa tahap
penyertaan (perceived participation) di kalangan tenaga
xv
pengaj ar adalah tinggi. Penyertaan kakitangan didapati
mempunyai kai tan ( sederhana dan pos i tif ) dengan kepuasan
kerj a. Kaitan penyertaan kakitangan dengan prestas i kerj a
pula adalah signi fikan tetapi lemah. Has i l ka jian ini
adalah hampir sama dengan ka j i an-kaj ian yang dibuat di
dalam budaya Barat. Ini menunjukkan bahawa penemuan ka j i an
mengenai penyertaan kakitangan tidak banyak berbeza di
antara silang budaya.
Ka j ian juga menunjukkan bahawa penyertaan kakitangan
boleh di tingkatkan melalui beberapa faktor saperti
kesedian pengurus dan penyel ia menyokong kakitangan mereka
di samping mengamalkan corak pengurusan yang kurang
' authoritarian ' . Kakitangan pula sepatutnya berh�srat
untuk membebaskan diri dari segala kongkongan serta
merasai bahawa beban kerj a mereka adalah sederhana sahaj a.
Individu yang mempunyai hasrat pembebasan diri serta
has rat pencapaian yang tinggi disamping mempunyai
kebolehan kerja , akan lebih berj aya dalam melaksanakan
tugas masing-mas ing sebagai ketua program penyertaan
ataupun anggota pasukannya .
Ganjaran dalaman ( intrinsic ) adal ah lebih penting
daripada ganj aran luaran ( extrinsic ) di kalangan tenaga
penga j ar. Akhir sekal i , kaj ian ini mendapati bahawa model
ekspektansi Porter dan Lawler ( 1968 ) adalah sesuai
sebagai satu rangka untuk mengkaj i penyertaan kakitangan
di dalam membuat keputusan.
xvi
Ka j ian ini telah mencadangkan supaya ka j ian tambahan
di jalankan di kalangan kakitangan keraj aan di peringkat
bawahan di sektor awam dan tenaga penga jar di sektor
perniagaan . Juga , penyertaan kakitangan harus diperluaskan
di sektor awam supaya penyertaan kaki tangan dapat jadi
satu aspek budaya organisasi yang penting .
xvi i
CHAPTER I
INTRODUCTJ:ON
Background
The subject of employee participation in the
decision-makihg process
attracted a great deal
of
of
an organisation has
interest in the current
l iterature as �videnced by many writings and research
carri ed out on this subject. In recent years ,
practicing managers in business and public sectors
have begun to show s imilar interest in the subject as
wel l . Some of the Malaysian Government policies , l ike
the Look East Policy , encouraging qual ity control
circles , and more recently , the launching of the
Quali ty Management and Improvement Programme in the
Public Sector il1 1990 T are examples of efforts to
introduce different forms of formal participative
programmes in the public sector .
These programmes are generally a im�d at improving
the qual ity and productivity of the publ ic sector
services through greater participation of employees in
work decisions affecting their j obs . Similar
parti cipative programmes in the f orms of total quality
management ( TQM ) , qual ity control dircles ( QCC ) ,
quality of work life programmes , j oint consultative
councils or groups and so forth have also been
introduced in private sector organisations .
1
Many organisations
participation because it
2
are interested in employee
is related to many potential
benefits such as improved morale , increased performance ,
and nigher job satisfaction . It is also believed that
these techniques could also be instrumental in creating
�atisfi ed and highly committed employees (Anthony , 1 97 8;
Erez et Al . , 1 9 89 ; and Guest and Fatchett , 1 9 7 4 ; Guest and
Knight, 1977 ; and Lawler , 1 9 8 6 ) .
These benefits have been recognised by Japanese
organisations as early as the 19708 . For example , Odaka
(1975 ) strongly recommended that these practices be
institutionalised in modern Japanes� companies . As a
result , participative management that encourages employee
participation has 9ecome one of the maj or characteristics
of Japanese management (Ouchi , 1981 ; Pflscale and Athos ,
1 9 8 1 ; and Keys and Mil ler , 1 9 84 ) . Subsequently , the
Japanese have shown that by adopting this management
technique or philosophy, they can achieve increased
producti vi ty • Through high producti vi ty , they have been
able to compete very successfu l ly in the world markets .
A highly productive and efficient public sector have
also been one of the cherished goals as well as a strategy
of the Malaysian government in achieving the nation ' s long
term economic goal of economic growth and development . The
achievement of this goal will no doubt depend
substantially on the quality of public sector employees ,
amQng other factors . One of the shortcomings that the
3
government has recognised in thi s area however is related
to the attitudes of these employees . In its efforts to
address this shortcoming , the government has introduced a
number of pol ic ies . These pol icies include the Look East
Policy , Clean-Eff ic ient-and-Trustworthy Pol icy ,
Inculcation of the universal Islamic Values and the
Malaysia Incorporated Policy .
�hese policies are aimed not only at creating
positive work ethics , but a l so to inculcate a more
supporti ve and cooperative atti tude among public sector
employees towards the private sector , as this sector has
been recognised in the Sixth Malaysia Plan to be the main
machinery of growth in the next decade . Through these
pol icies the government hopes that i ts employees wi ll
perceive the private sector not as competitors but as
partners in the national development efforts (Ambrin ,
1990).
The introduction of pol icies by themselves may not
produce the required attitudina l change on the part of the
employees who are the target group . Other institutional
measures need to be taken to supplement them . In this
aspect the training institutions of the publi c sector are
expected to play an important rol e .
In realising this fact , tpe government has
established training units or di visions in most of the
large departments , and some even have their own training
institutes to cater for the training needs of their
4
employees . One of the largest of these institutes is the
National Institute of Public Administration or more
popularly known as INTAN . According to its 1 9 8 8 annual
report for example , INTAN has trained 2 2 , 4 0 3 and 2 1 , 198
public sector employees in 1987 and 1988 respectively
( INTAN , 1988 ) .
Although the training emphasis of most of these
institutions in the past , had been directed mainly towards
the provision of skills and knowledge , recent emphasis has
moved towards the attitudinal aspect of employee training .
For example , INTAN as one of the leading institutes in the
public sector started an attitudinal development programme
for the public sector employees in 1986 . In 1988 , this
programme was developed further to meet the needs of the
staff and officers of the institute itself . From 1988
onwards , it has been made compulsory for all INTAN staff
and officers to attend the programme ( INTAN Annual Report
1988 ) .
The shift in emphasis by these training institutes
towards attitudinal development training seems an
inevitable development . This· is because these institutes
are gearing themselves to meet the training needs that
result from the shift in government emphasis on upgrading
not only the skills and knowledge but also the attitudinal
aspect of the modern public sector employees . The new sets
of pol icies introduced in the eighties to meet the
challenges of the nineties and beyond appear to demand
5
such development in the training strategies of these
institutes .
The effectiveness of such attitudinal development
programmes on the trainees however , does not depend solely
on the specifically designed programme itself . Much of the
intended impact of such programmes a lso depends on the
trainers who conduct these training programmes . In
partibular , the nature of their perceptions , attitudes and
values can have a strong influence on the trainees . In the
process of carrying out their training duties, they may
inevitably play the role of a model from whom the
participants or trainees may emulate or imitate . Bandura
(196 9 ) suggested that such modeling represents one of the
fundamental means by which new modes of bepaviour are
acquired or new attitudes developed . It is important
therefore for the trainers in the public sector training
departments and institutes to portray the appropriate
attitude and perception if they were to facilitate
effecti vely in attitudinal change among the government
employees as required by the new government policies .
S ince many of the programmes introduced by the
government are programmes that encourage employee
participation , surely any change in attitude required of
thel1l. should be focused on thi s area . Since trainers are
expected to play an important role in helping public
sector employees to be more positive towards the various
participative programmes introduced by the government , it
6
is imperati ve that they must themselves have a pos i t� ve
attitude towards participation of employees in the
decision-making process in their organisations . A proper
means of discovering whether such a phenomenon does exist
would be through a study of their perceived level of
participation in the decision-making process in their
resp�ctive organisations.
Generally it is not enough to understand only the
level of employee participation . Of equal importance also
would be to study what factors or predictors that could
influence these trainers to be more involved in the
decision-making prooess that affect them, so that
management would be able to design appropriate policies
that could increase such level if it is desired .
Another pertinent question woul d be to study the
factors that can discriminate between the high and the low
participat:t. va employees. This would be useful for
determining
should the
appropriate leadership selection
organi sation be interested to
crit13ria
select
appropriate leaders to implement its formal participative
programmes to ensure that these programmes could be
managed more successfully.
Researchers on employee participation are not only
interested in the factors that influence participation.
They are also interested in the relationship between
employee participation and other effedts that are
particul�rly of interest to organisations . Thus there have
7
been many studies that attempted to determine the
rel at i onship between employee participation with job
performance of workers or employees , as wel l as its
relationship with employees ' job satisfaction as contained
in some of the study reviews conducted in the past ( Locke
and Schweiger , 1 9 7 9; Sashkin , 1 98 4 : Miller and Monge,
1986; Pol lock and Colwil l, 1987; and ( Cotton §l.t Al. . ,
1 988 ) .
stateaent of the Proble.
The relationships between employee participation in
decision-making and performance as wel l as with employee
satisfaction have been fairly wel l researched in the
developed countries such as the united states and Europe .
Early researchers on thi s subject include Kurt Lewin and
his associates ( 19 39 ) , Coch and French ( 19 4 8 ) and Rensis
Likert ( 19 61 ) . More recent researchers on this topic
include Marchington ( 19 8 0 ) , Neider ( 19 8 0 ) I Latham and
steele ( 19 83 ) , Erez §l.t !\l. . ( 19 85 ) , Rubenowitz §:t li .
( 19 8 3 ) , Steel and Mento ( 19 8 7 ) , Cotton � Al . ( 19 88 ) , and
Schwarz ( 1989 ) .
The f indings of these studies generally indicated
that employee participation in decision-making was
pos i ti vely related to employee performance and
sat i sfaction . In other words , the higher the level of
employee participation in decision-making , the higher
would be their performance and satisfaction in their j obs .