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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/7392

Title: An investigation into the effect of employee involvement practice on decision making process: a case study of Kumasi Anglican Senior High School
Authors: Duah Agyeman, Richard
Issue Date: 30-Jul-2012
Abstract: Employee involvement in decision making is claimed to enhance effectiveness and efficiency in organizations but the absence of employees involved in decision-making process could result in job dissatisfaction which probably could lead to confrontation. Therefore the purpose of the study was to examine the effect of employee involvement practices on decision-making process. The study is descriptive and exploratory in approach. Primary and secondary data were the sources of data collection. Questionnaires were sent to ninety-six (96) teaching staff of Kumasi Anglican Senior High School and seventy-four (74) representing a response rate of 78% was retrieved. An interview with the headmaster was also conducted to find out the forms, reasons and consequences of employee involvement practice in the organization. The results showed that there was a weak relationship between employee involvement and decision making at KASS. The research findings also suggest that low employee involvement is as a result of poor implementation of employee involvement practices, fear of changing from the autocratic way to democratic way of decision-making, management inability to acknowledge employee efforts, lack of recognition for employees who are involved in the decision-making process and lack of trust for employees ability to make good decisions. The findings of the study also showed that loyalty, pride and job satisfaction had a weak relationship with employee involvement. The recommendations of this study include the need for Kumasi Anglican Senior High School (KASS) management to demonstrate a high level of commitment to employee involvement in decision-making and trust among management and staff which could be achieved through fair, impartial and effective communication. Moreover management’s ability to encourage and accept employee’s views can also be achieved through the organization of management training programmes. This will lead to better decision-making, effective implementation of decisions and superior employee performance.
Description: A thesis submitted to the Department of Managerial Science, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Master of Business Administration (HRM Option), 2012
URI: http://hdl.handle.net/123456789/7392
Appears in Collections:College of Arts and Social Sciences

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