Professional Documents
Culture Documents
Abdulrahman Dhabaan - (OB Final Project)
Abdulrahman Dhabaan - (OB Final Project)
Organizational Decision-Making
Abdulrahman Dhabaan
2022
Employees Perception And Participation in
Organizational Decision-Making
ABDULRAHMAN DHABAAN
2022
i
ABSTRACT
The ability of an organization to make the right decisions at the right time is
critical to the success of the organization (Wernz & Deshmukh, 2010; Roberto, 2013).
that there is extensive research on this subject. However, most analysis and research
focuses on the role that leaders play in organizational decision making. I think the overall
organizational decision-making literature and provide both managers and employees with
theorize which of these behaviors has the greatest impact on the effectiveness of decision
making. These findings have important implications for organizations, leaders, and
employees looking for ways to improve the decision-making process and results.
ii
ACKNOWLEDGMENTS
I would like to express our special thanks of gratitude to our teacher, mentor &
research advisor Dr. Taha Al-Mahbashi as well as the Lebanese International University
president Dr. Rida Hazimi. We are really thankful to them. Secondly, I would also like to
thank my parents and friends who helped me a lot in gathering different information,
collecting data and the guidance from time to time. Also finalizing this project despite their
Finally, I acknowledge the encouragement and support of course mates who have
been of great assistance to us in diverse ways for the success of this research.
iii
Contents
ABSTRACT .......................................................................................................................................... i
ACKNOWLEDGMENTS ...................................................................................................................... ii
List of Figures .................................................................................................................................. iv
1.1. Introduction .......................................................................................................................... 1
1.2. Definitions of Terms ............................................................................................................. 3
1.3. Research Organizing ............................................................................................................ 4
2. LITERATURE REVIEW ......................................................................................................... 5
2.1. Introduction ...................................................................................................................... 5
2.2. Employee perception........................................................................................................ 5
2.3. Decision-Making .............................................................................................................. 6
2.4. Organizational Decesion Making ..................................................................................... 7
2.5. Organizational Decision Making Models ........................................................................ 9
2.6. Best Practices in Organizational Decision-Making ....................................................... 10
2.7. Employees Participation in Decision-Making ............................................................... 12
3. METHODOLOGY ................................................................................................................. 16
3.1. Introduction .................................................................................................................... 16
3.2. Research Design ............................................................................................................. 16
3.3. Population and Sampling ............................................................................................... 16
3.4. Instrumentation .............................................................................................................. 17
3.5. Data Collection............................................................................................................... 17
3.6. Data Analysis ................................................................................................................. 17
3.7. Recommendations .......................................................................................................... 28
3.8. Discussion ...................................................................................................................... 29
3.9. Summary ........................................................................................................................ 30
References ..................................................................................................................................... 32
APPENDIX A ................................................................................................................................ 38
iv
List of Figures
Figure 1. 18
Figure 2. 19
Figure 3. 19
Figure 4. 20
Figure 5. 21
Figure 6. 22
Figure 7. 23
Figure 8. 24
Figure 9. 25
Figure 10. 26
Figure 11. 27
Figure 12. 28
v
1
CHAPTER 1
INTRODUCTION
1.1. Introduction
accomplished by making high quality decisions quickly and efficiently, and then
Foster, 1977; Tjosvold, Wedley and Field, 1986 as cited in Caruth, Caruth, &
become larger, more complex and more challenging to control, effective decision-
making becomes even more important (Wernz & Deshmukh, 2010). An organization’s
ability to make the right decision at the right time is critical to its success (Wernz &
Every organizations, leaders and employees should increase their recognition of the
important role employees play in effective decision-making, and for both leaders and
employees to have more tools and training available to support employees’ contributions
effectiveness.
2
The former name was Mohamed Ahmed Jumaan Corporation (MAJ) a leader family
trading Company in the Republic of Yemen. A 50-plus year history of leadership and
annual turnover rate of 7 billion YR in the last 6 years. JTI is a local provider of
Military & Civil Spare Parts and All purpose Military & Civil Vehicles and offers after
sales service.
• The Mission
expanding our activities in all divi- sions we currently operate and deliver new
related products and high-quality service, at the same time entering new industries
• The Vision
quality and innovative products , JTI will expand its activities across global businesses to
• Employee perception
and interprets his or her sensory inputs and gives meaning to the environment.
Perception is not always based on reality, but only from the perspective of a
perception of what reality is, not reality itself. The perceived world is an
• Employee participation
in the workplace. Therefore, the individual employees are encouraged to take responsibility
in carrying out certain activities, in order to meet the requirements of their customers. It is
• Decision-Making
After the Introduction, the second part of the research is including current
and presents previous studies that have been done about Perception and decisions making.
The last part analyses the findings from the questionnaire survey.
5
CHAPTER 2
2. LITERATURE REVIEW
2.1. Introduction
The literature review aims to explain, clarify, sum up, appraise and incorporate the
of organizational decision making and how it may be improved, a literature review has
been conducted by going over relevant papers, journals, articles, books, conferences and
dissertations.
significantly his/her workplace behavior (Langton & Robbins, 2006). The evidence
suggests that what individuals perceive about their work situation influences their
attitudes and behavior during organizational change. Thus employee perceptions will lead
the employees’ belief in the benefits from a proposed change (Jones, Jimmieson &
Griffiths, 2005). Similarly, Kotter (1996) suggests that failure to create sufficient
organization is ready to make the necessary changes as well as its ability to be adaptive to
changing demands and new evolutions (Elgamal, 1998). Thus, most change readiness
models emphasize the significance of generating an awareness of the need for change and
judgments, employees are influenced by the extent to which the work environment and
the organizational features seem to create a more receptive context for innovation and
change attempt.
2.3. Decision-Making
2003) between alternative actions that are possible (Saaty, 1982). Paradice (1991)
all levels, often taken in the face of uncertainty, conflicting objectives, value
The most important job of any manager is making decisions. It is also the
hardest and the most dangerous. With decisions valued in their millions (Forrester,
2003) a bad decision can damage a business and a career irreparable (Hammond et al.,
2006). Fragmented and inaccurate data causes executives and managers to make
delayed and flawed decisions costing millions (Forrester, 2003). Finding the right data
at the right time and analysing it fast enough remains a challenge for businesses as poor
Nowadays, decision makers are expected to make more decisions than ever
before, often without much support and with a limited amount of time (Capgemini,
units make a decision on behalf of the organisation (Huber, 1981). The decision making
unit may be as small as an individual, e.g., a manager, or as large as the entire organisational
membership. Even though organisational decisions are often influenced by personal goals,
the decisions themselves are legitimised to other units and agencies as fulfilling
organisational needs. As Chester Barnard put the matter, “organisational decisions do not
making is that individuals make decisions based on their own values and beliefs and
8
and different sets of values that are incorporated in their process of decision making.
uncover and reconcile their considerations or concerns (Nutt, 2001). Devising search
brainstorming (Chudakov, 1994). Such practices can help produce better organisational
decisions.
business strategy. Organisations are faced with thousands of decisions on a daily basis, and
how they handle and process these decisions could have a substantial impact on their
financial status. For that reason, it is imperative that organisations have efficient, well
organised procedures in place to handle such decisions. They should also make a genuine
effort to enhance the overall efficiency and quality of their decision making processes.
Organisations might also strive to incorporate and adopt a number of best decision making
requires organisations to put a lot of thought and consideration into how it should be
designed. Businesses with good, efficient and well organised processes for producing
decisions are more likely to generate better decisions, and as a result improve their
productivity and financial results. Organisations have to closely monitor their decision
making processes, as the quality of these procedures can have a substantial effect on their
Huber (1981) pointed out four organisational decision making models, they are:
1. Rational Model
2. Political Model
4. Process Model
information in a designed and rational approach to make selections on the part of the
organisation resulting in organisational decisions being made (Howard et al., 1976). Even
though the Rational Model is an extremely important model, since it is publicly ascribed
to and because it is often the target of those who support alternative models, it is simple to
(Huber, 1981). The Political or Competitive Model describes a setting where decisions are
the results of the implementation of tactics and strategies by entities seeking to manipulate
and persuade decision procedures in directions that will lead to selections favourable to
themselves (Pettigrew, 1973). The Political Model highlights the fact that different
participants in the decision process often have different goals and targets in mind (Huber,
1981).
The essence of the Garbage Can Model is that organisational decisions are
problems and opportunities for making decisions (Cohen et al, 1972). In other words,
decisions in this model are made at random. The Garbage Can Model highlights the roles
of chance and timing in determining organisational choices (Huber, 1981). The Process or
10
Program Model depicts a setting where organisational decisions are the results of the
processes and procedures of the entities involved (Barnard, 1938). Seeing as organisation
programs and processes are slow to change, and since the effects of programming are hard
to erase, decisions in this model can be predicted at any point in time (Huber, 1981)
The majority of organizations work hard to make their strategic decision making
processes as thorough as possible. And when senior managers are pleased with the result
of their decisions, they often rate their organization’s processes highly when it comes to
practices that avoid much favoritism, despite the fact that some do sneak in (The
The McKinsey Quarterly (2008) survey highlighted some of the best practices for
decision.
11
• Actively seeking evidence contrary to the initial plan and factoring it in.
These best practices for organizational decision making highlight some of the finest
processes and procedures for decision making, which organizations can incorporate and
integrate in their operations and business strategy. These practices are the result of years
of careful planning, design and trials that cultivated into a number of highly efficient and
highly effective decision making processes. Organizations must try to implement as many
of these practices as they possible can in their decision making processes, in an attempt to
help enhance the quality of their overall decision making, and as a result produce better
and more informed decisions. These practices for organizational decision making can
help reduce if not eliminate some of the bad decision making that takes places within
organizations.
strategy. Organizations are faced with thousands of decisions on a daily basis, and how
they handle and process these decisions could have a substantial impact on their financial
status. For that reason, it is imperative that organizations have efficient, well organized
procedures in place to handle such decisions. They should also make a genuine effort to
enhance the overall efficiency and quality of their decision making processes.
Organizations might also strive to incorporate and adopt a number of best decision
During a survey conducted by (Forrester, 2003), only 23% of participants agreed on any
one measure when asked about what future actions they would take to enhance and
improve decision making. This highlights the uncertainty of direction for many decision
12
makers and organizations. Many researchers have highlighted elements of good decision
qualities (Spetzler, 2007) and smart organizations (Matheson, 2001) but there appears to
enables organizations to make better decisions giving measures for future actions that
making, has to do with shared decision-making in the workplace (Mitchell, 1973). PDM is
organizational decision-making (Talib & Rahman, 2010). Since the 1940s, the impact of
gained renewed interest in the 1980s (Paul, Niehoff, Turnley, 2000). Studies argued that
Gregersen, 1997; Kim, 2002; Han, Chiang, & Chang, 2011), and previous research proved
that worker participation is a way for management to increase worker satisfaction (Cotton,
involvement (Vroom, 1974), implying that managers must treat their employees fairly to
making has a place within the hierarchy of needs (Mitchell, 1973; Vroom, 1974). Being
involved in decision-making may be a challenge for many employees but may also increase
their motivation (Scott & Marshall, 2004). Employee participation plays a key role in
13
Black and Gregersen (1997) stated that PDM ranges from formal to informal. A
formal system entails explicit guidelines as to who is allowed to participate, what decisions
employees can participate in, and how involvement occurs. An informal system has much
less explicit rules regarding who can participate and what can be discussed. Formal systems
Many scholars and managers contend that if employees are adequately informed
about matters concerning them and given the chance to make decisions related to their
work, there will be benefits for both the organization and the individual (Shadur, Kienzle,
Rodwell, 1999). PDM enhances production efficiency, employee morale, and job
satisfaction; it also builds a better sense of control and trust in the employees (Chang &
Lorenzi, 1983). When employees are afforded opportunities to contribute ideas and
2002). Sashkin (1976) in his research defines the outcomes of PDM as quality
improvement. Better information flow and use clarify task goals, thus producing
qualitatively better decisions. Support for the participative approach and how its effects
represents the behavioral process effect. However, potential benefits gleaned from greater
greater choice regarding how to do their work have high job satisfaction and, consequently,
have high performance (Spreitzer et al., 1997). Research further revealed that firm
1994; Daft & Lewin, 1993; Deninson & Mishra, 1995; Spreitzer & Mishra, 1999).
between the degree of participation and employee satisfaction (Black & Gregersen, 1997).
However, the findings of PDM were vague. Some findings indicated almost no impact for
PDM, while some scholars argued that participation is a joint responsibility of employees
and managers that convenes members to tackle issues and make decisions through team
work (Davis & Newstrom, 1997; Budhiono et al., 1999; Kim, 2002). Employee
Three concepts develop from this approach: (1) mental and emotional involvement, (2)
responsibility. Budhiono et al. (1999) stated that participation is an important aspect of the
increasing inputs and promoting commitment to the outcomes (Miller & Monge, 1986).
However, Latham, Winters, Locke. (1994) argued that there is much less evidence for the
15
employees feel positively about their jobs and organizations but actually does little to
enhance firm performance (Wagner, 1994). Hence, the study’s hypothesis: Employee
CHAPTER 3
3. METHODOLOGY
3.1. Introduction
other words the methodology of the research. The methodology approach that is used in
this research is a quantitative study. Here are the points that will be discussed in details
through this report; research design, population and sampling, instrumentation, data
I have done quantitative questionnaire design which will help me to know The
The main source of data in this study comes from a survey distributed to Jumaan
Trading and Investment Co. The targeted population of my study are thirty of the
employees and the surveys are distributed randomly . The distribution of the questionnaire
3.4. Instrumentation
The study used a questionnaire survey method which has standardized answers that make
it simple for people to gather data and provide quantifiable answers for our research topic,
therefore these answers are easy to analyze. The questioner of the study consists of three
parts: the first part provides which is Gender, could be considered as an important
independent variable and man and woman could be affected differently in terms of
employees such as having master degree is another important parameter for job satisfaction
and job satisfaction can differ according to the educational level. Finally Number of years
within the organization is also an important independent variable that can change the
perception of employees about job satisfaction. Thus the questions on the questionnaire
were able to answer the research questions and achieve the research objectives
The distribution and collection the questioners will be in hard copy distributed to
Charts are one of the most common way of data visualization especially pie charts.
With them, you can quickly and easily highlight differences between categories, clearly
show trends and outliers. Pie charts are useful for displaying data that are classified into
qualitative information such as county of birth or type of pet owned. Ordinal data are
similar but the different categories can also be ranked, for example in a survey people may
be asked to say whether they classed something as very poor, poor, fair, good, very good.
The percentage of the Yeses and the Noes. Furthermore, they are generally used for
displaying proportional data and usually for the percentage represented by each category
(Rodgers,2011).
I took my chances in asking employees about what they feel when they’re
participating in decision making and how did they make their decision under different
Figure 1. Gender
Gender
Male Female
The statistics shows that 83% of the employees is Male and 17% is Female.
19
Figure 2. Age
Age
Under 25 25 - 35 35 - 45 45 +
The statistics shows the most of the employees' age is between 25-35 years.
Figure 3. Education
Education
The statistics shows that most of the employees have Bachelor Degree.
20
Years of Working
The figure above shows that most of the employees work in the corporation for 3
years.
21
Perception of Participation
management allows them to take decision concerning the running of particular task, and
30% said it ensures that their initiation in particular task will be welcome. In the other hand,
The figure above shows that 53% of the employees said that their participation is
matching with the organization's policy, however, 30% said 'No' and the rest choose 'Not
Sure'.
23
Figure 7 statistics of the employees who agree that their manager seek their opinions and
consider them in decision making is 40%, while 37% didn't agree and the rest said not sure
Figure 8 shows that 30% of the employees feel trapped that the oppostion to views of
their suprevisors might be seen as a sign of disloyality,however, 43% said "No" they
Figure 9 the statistics of the employees that they consider their involvement in decision
making as a major reason to improve their productivity is 60%. On the other hand, 23% of
the employees didn’t consider that and the rest that didn’t participate in decision making
The figure above shows that 63% of the employees said that their participation in
decision making caused to increased their productivity ,20% said it is wastage of time and
Figure 11 the statistics of the employees who said that there is consultation in decision with
Figure 12 shows that 57% of the employees said that they have the opportunity to solve
their problems connected with their work , while 27% said the opposite.
3.7. Recommendations
The research would provide even more insights; the study can help organizations
provide training to employees to address those gaps and paying particular attention to
those behaviors that have the greatest impact on effective organizational decision-
making. Alternatively, organizations can focus on those behaviors found in the study to
that support decision-making processes may have the greatest overall impact.
29
Organizations may also want to consider ways to select and reward employees who
I recommend leaders use the results of the study to gain a deeper understanding of how
employees can contribute to effective decision-making, and make sure they are creating
and creating an environment of trust so that employees feel safe providing feedback and
input to decisions.
Finally, I recommend employees make sure they recognize their contributions to effective
decision-making, and look for ways to increase the frequency of those behaviors that
making and leaders in an active, engaged way such as taking initiative, putting in extra
3.8. Discussion
The purpose of this study was to address the existing gap in current research and
. The supportive nature of the employee behaviors identified by leaders was also
Chan, 2004), by implication employees are playing a more supportive role. However, it is
important to make a distinction between playing a supportive role and being passive. Many
of the employee behaviors identified by leaders in the study were not passive behaviors;
they included taking initiative, putting in extra effort, being accountable, and providing
collaboration with others, including leaders. Finally, most of the behaviors noted by the
leaders could be seen as either a collective (involving groups or large numbers of people)
or an individual behavior. In other words, the impact of the behavior could be seen if it was
3.9. Summary
between the behaviors and effective decision-making and provided insight into which of
address those gaps, paying particular attention to those behaviors that have the greatest
consider ways to select and reward employees who demonstrate these behaviors. Finally,
the study demonstrates the role employees play in decision-making. It is important for
leaders and organizations to acknowledge this role, and for leaders to focus on providing
31
the right support and environment for employees to behave in ways that support effective
decision-making, and make sure they are looking for ways to increase the frequency of
their behaviors that support decision-making. It is in this way that employees and leaders
will work together to accomplish organizational goals, and help both themselves and their
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Questionnaire
2022
Decision Making
39
Introduction
Dear Respondent,
request you to spend your precious five minutes in filling the questionnaire as per your
perception about the research . Your contribution in this regard will be highly appreciated
❑ 35 - 45 ❑ Master ❑ 5 years
Decision Making
• It causes confusion [ ]
task [ ]
[ ]
• Yes [ ]
• No [ ]
• Not sure [ ]
• Yes [ ]
• No [ ]
• Not sure [ ]
41
• I feel indifferent [ ]
• I feel dejected [ ]
6. Do you feel trapped by a feeling that opposition to views of your supervisor might
• Yes [ ]
• No [ ]
• Not sure [ ]
productivity?
• Yes [ ]
• No [ ]
• Not sure [
42
• Increased productivity [ ]
• Yes [ ]
• No [ ]
• Not sure [ ]
10. Does opportunity be given to employees to solve problems connected with their
work ?
• Yes [ ]
• No [ ]
• Not sure [ ]