Employee Involvement in Decision Making - Free Report Example

Introduction

Employee involvement in decision making executes an essential function in firms since it influences their performance. Akuoko et al. (2012, P.12) researched how workers' involvement in the decision-making process influences their performance in the organization's chosen firms in the Ashanti region in Ghana. This implies that top management should incorporate workers in the decision making process on issues affecting the firm and the workers to attain their trust and commitment. Consequently, researchers have assessed several models and concepts explaining how employee involvement in making decisions impacts an organization (Al-dalahmeh et al. 2018, p.43). Consequently, several theories have been proposed to assess the execution and impact of employee involvement in making crucial decisions in the organization.

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Motivation Theories

A solid theoretical foundation adopted by the motivation content theorists appreciated employee involvement in decision-making, ascertaining that decision making is a crucial psychological tool that motivates them. These involve classical theorists like McClelland, Alderfer, Maslow, and Herzberg justified that workers' participation in decision-making is directly proportional to workers' higher needs like respect and identification. Concurrently, McGregor's X and Y approach succinctly explains management perceptions regarding its workers and their influence (Guillén 2017, p.227). Workers' motivation in the workplace setting can be achieved by analyzing the impacts of the essential theories established by theorists. These theories depict high-level requirements that are mandated for motivating employees in the modern firms, which has been justified to satisfy these essentials when employees are involved in making the budget (Zainnudin & Isa 2011, p.1473). Notably, past research also supports the positive relation of some pro-social behavior and motivational constructs like performance and organizational behavior. For instance, Ike, Ezeh, and Edodike(2011, p.6990) analyzed the organizational environment as a predictor of worker job satisfaction of academic staff from an individual-owned university in Nigeria. The outcomes depicted a significant positive association between the corporate environment where employees are motivated to work hard and achieve the objectives.

Employee Risk Triangle Theory

Terris established this theory in 1985, where the past research was aiding the model based on the attitudinal aspect. The approach recognized three main forces that acted on a worker's propensity to participate in prohibited actions such as counter-productivity requirement and employee theft determined by their opportunity and attitude (Letele & Massyn 2018, P.784). Concurrently, the approach also reinstates that when the three forces influence workers, they often defy their job. The theory is plausible since it betters the conversancy of unrequited employee behavior when a firm experiences low business turnout. The previous researches concerning this theory were executed by Anzari et al. (2013, p.86). They assessed the association between organizational citizenship behavior (OCB), counterproductive work behavior (CWB), and employee engagement that had a significant association between EWB and worker involvement in decision making and CWB and OCB.

Trust

Trust is a critical factor that managers consider to incorporate employees in the decision-making process. Trust is considered a crucial element for a firm's effectiveness. Remarkably, workers have significant control over decisions that impacts the firm when top management incorporates them in the decision-making process, implying they can protect their main interests (Cho & Song 2017, p.65). This mitigates the risks of opportunism experienced by the manager in scenarios when the senior workers are comfortable with the junior workers' competence level, which depicts a high level of trust to the operational staff. Therefore, trust is recognized as a personal factor that could affect worker involvement in the decision-making process. Nwankwo et a. (2013. P33) executed a literature review regarding trust to assess work overload and psychological contract breach as estimators of emotional exhaustion among media workers. The result depicts that trustworthy employee was assigned sensitive and critical work compared to employees who had established low trust with the management assigned insensitive work that does not require a crucial decision-making process.

Conclusion

The theory reinstates that employees who experience undesirable or desirable working environments will acquire lower significantly lower wages. Consequently, in circumstances when workers opt for worker involvement as an advantage since job redesign and problem-solving tasks, mitigates traditionally executed work (Madi et al. (2018, p.33). Therefore, firms that adopted it would give low wages implying that workers' environment would worsen. Alternatively, if worker involvement needs more effort and work demands, employee involvement results in better compensation terms since they have acquired bargaining rights. For instance, Babamiri, Sabbagh, and Harsini (2013) analyzed the association between CWB and perceived organizational justice. The outcomes depicted an adverse relationship between the four dimensions of organizational justice and personality features (Madi et al. (2018, p.33). The results further depicted that laws and regulations that elevated personnel's respect and justice, like employee involvement in making decisions, execute a significant role in mitigating behaviors that lowers production.