ATTENTION:<\/strong><\/p>\n\n\n\n BEFORE YOU READ THE ABSTRACT OR CHAPTER ONE OF THE PROJECT TOPIC BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!<\/strong><\/p>\n\n\n\n INFORMATION:<\/strong><\/p>\n\n\n\n YOU CAN GET THE COMPLETE PROJECT OF THE TOPIC BELOW. THE FULL PROJECT COSTS N5,000 ONLY. THE FULL INFORMATION ON HOW TO PAY AND GET THE COMPLETE PROJECT IS AT THE BOTTOM OF THIS PAGE. OR YOU CAN CALL: 08068231953, 08168759420<\/strong><\/p>\n\n\n\n WHATSAPP US ON 08137701720<\/strong><\/p>\n\n\n\n EMPLOYEE PARTICIPATION AND ORGANIZATIONAL PERFORMANCE. A CASE STUDY OF UBA<\/strong><\/p>\n\n\n\n TABLE OF CONTENTS<\/strong><\/p>\n\n\n\n CHAPTER ONE<\/strong><\/p>\n\n\n\n 1.0 Introduction<\/p>\n\n\n\n References<\/p>\n\n\n\n CHAPTER TWO<\/strong><\/p>\n\n\n\n 2.2 Factors that influence participation<\/p>\n\n\n\n 2.3 Prerequisites for participation<\/p>\n\n\n\n 2.4 Forms of employee participation<\/p>\n\n\n\n 2.5 Different needs for participation<\/p>\n\n\n\n 2.7 Views expressed concerning participation<\/p>\n\n\n\n 2.8 Constraints to participation<\/p>\n\n\n\n 2.9 Arguments for participation<\/p>\n\n\n\n 2.10 Arguments against participation<\/p>\n\n\n\n 2.11 Reference<\/p>\n\n\n\n CHAPTER THREE<\/strong><\/p>\n\n\n\n 3.1 Research Design<\/p>\n\n\n\n References<\/p>\n\n\n\n CHAPTER FOUR<\/strong><\/p>\n\n\n\n 4.1 Presentation and analysis of data<\/p>\n\n\n\n CHAPTER FIVE<\/strong><\/p>\n\n\n\n 5.1 Discussion of results\/findings<\/p>\n\n\n\n BIBLIOGRAPHY<\/p>\n\n\n\n APPENDIX I<\/p>\n\n\n\n APPENDIX II<\/p>\n\n\n\n CHAPTER ONE<\/strong><\/p>\n\n\n\n INTRODUCTION<\/strong><\/p>\n\n\n\n 1.1 BACKGROUND OF THE STUDY<\/strong><\/p>\n\n\n\n It should be recanted that a decision is a choice where by a person forms a conclusion about a situation. Costello, 1. wand zalkind, S.S. (1963 P. 334), confined the term decision making, to a choice process, choosing one from among several possibilities, however, decision theory in Costello, T. w et al (1963, P 387) largely considers decision asking the process of making a single choice among course of action at a particular point in time this depicts a course of behavior about what must be done or vice versa. Decision is however, the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decisions guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behavior towards a future goal.<\/p>\n\n\n\n Decision-making is however, one of the most germane activities of management. It has been the preoccupation of all the management of multifarious organization ranging from small-scale organization to multinational corporations.<\/p>\n\n\n\n Managers many at times consider decision making to be the heart of their job in that they must always choose what is to be done. Who will do it, when where and most the time now it will be done.<\/p>\n\n\n\n Traditionally, managers influence the ordinary employees and specifically, their immediate subordinates in the organization. This has resulted in managers making unnatural decision even in areas affecting their subordinates.<\/p>\n\n\n\n In Germany, around 1951, a low enacted which provides for code termination and requires labour membership in the supervisory hoard and executive committee of certain large corporations. However the participation of labour in decision making process resulted to relatively and peaceful labour management relations.<\/p>\n\n\n\n Additionally, the Japanese management uses decision making by consensus in which lower-level employees initiate the idea and submit it to the next higher-level unit it reaches the desk of the top executive. If the proposal is approved, it is returned to the initiator for implementation.<\/p>\n\n\n\n There has been lost of controversy as to whether an employee should participate in managerial decision making or not. Some writers argued that employees should contribute in making decision more especially where it affects them or their jobs. It is expected that such participation will serve as training and testing ground for future members of upper management.<\/p>\n\n\n\n In Nigeria, experts that refuted the above assertion see the arrangement as a symptom of mal- organization. They maintained that, qualified, reasonably, honest and company oriented individuals are not available at these lower organizational levels. But, the big question is, qualified individuals really available? All these underlay the need for an investigation study.<\/p>\n\n\n\n The general purpose of this empirical study is to assess the impact of employees participation in managerial decision making in public sector organization in Nigeria with reference to UBA.<\/p>\n\n\n\n The specific objective are:-<\/p>\n\n\n\n This research work focuses particularly on the impact of employee participation in decision making and organizational performance using UBA, Enugu as a case study.<\/p>\n\n\n\n In a view to accomplishing this research work effectively the research poses the followings.<\/p>\n\n\n\n 1.6 RESEARCH HYPOTHESIS<\/p>\n\n\n\n The researcher formulates the following hypothesis based on the objectives and problems of this research work.<\/p>\n\n\n\n Ho: management staff makes decision without pre and post discussion and consultation with employees.<\/p>\n\n\n\n Hi: management staff makes decision when rejected by employees.<\/p>\n\n\n\n Ho: That the management of UBA do not change decisions when rejected by employees.<\/p>\n\n\n\n Hi: That the management of UBA change decisions when rejected by employees.<\/p>\n\n\n\n 1.7 SIGNFICANCE OF THE STUDY<\/p>\n\n\n\n This research work will be relevant to the mangers and employees of UBA. It will also be beneficial to other public sector organization in Nigeria- it will also be of prodigious importance to government, academicals potential and future researchers on the issue of employee participation in managerial decision making.<\/p>\n\n\n\n 1.8 LIMITATIONNS OF THE STUDY<\/p>\n\n\n\n A work of this nature is not easy to consummate or accomplish. 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