WOLKITE

UNIVERSITY
COLLEGE OF
BUSINESS AND
ECONOMICS
DEPARTMENT OF
MANAGEMENT

THE CONTRIBUTION OF PARTICIPATORY

DECISION MAKING AND ITS IMPACT ON JOB
SATISFACTION (THE CASE OF WOLKITE POLY
TECHNIC COLLEGE ADMINISTRATION)

A RESEARCH PAPER SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENT FOR B.A DEGREE IN MANAGEMENT

BY:
GETACHEW GELAGAY

ADVISOR:
EDMEALEM ESUBALEW

AUGUST, 2016
WOLKITE, ETHIOPIA
Acknowledgment

First, words are not enough to express the favor of the almighty God; I
would like to express my heart gratitude and appreciation to my advisor
Edmealem Esubalew for his sincerity and faithfulness in all the processing
of this research project and his continued provisions of many helpful
valuable idea and suggestions. Also I would like to extend my appreciation
to all my friends those who help me to achieve this objective.

Abstract
The study was to assess the contribution of participatory decision making and its impact
of job satisfaction in Wolkite Poly Technic College Administration. Participatory
decision making offered valuable opportunities to focus on work activity and goals to
identify and correct existing problems and to encourage better current and future
satisfaction of job. Thus performance of the whole organization will be enhanced.
Participatory decision making and job satisfaction is very crucial in the organization,
because it gives new skill needed to perform their job effectively and develop a quality
work force. This study about participatory decision making and job satisfaction on
workers performance also discusses about benefit, approaches and methods of decision.
The study were conducted by gathering information though reviewing related books and
documents in addition to the main primary sources questionnaire both, open and closed
ended questions and interview, that were distributed to employees selected by simple
random sampling technique. The sample size was about 56% of the total population of 36
employees of Poly Technic College which are working administration area. These
employees subjected to the study were employees of Wolkite Poly Technic College
Administration who were managerial and non-managerial staffs. After the desired
information was gathered, it was analyzed precisely using tables, percentages and
generalization. Generally, more than half of the employees did not take part in the
process of decision making. As a result this becomes a ground for employee’s
dissatisfaction and awaring employees about the objective of taking part in the decision
making the respective body’s and give invaluable time aware them.

List of Table Pages

Table 4.1: Profile of the Respondent 19
Table 4.2: Employees Participation of Decision Making 20
Table 4.3: Timing and Length of Participative Decision Making 20
Table 4.4: Effort of Administrative Bodies to aware Employee 21
Table 4.5: Contribution of Participative Decision Making 21
Table 4.6: Employees Involvement in Decision Makers 22
Table 4.7: Contribution of Decision Making to employees 23

TABLE OF CONTENTS
Acknowledgment................................................................................................................1
Abstract..............................................................................................................................2
List of Table........................................................................................................................3
TABLE OF CONTENTS..................................................................................................4
CHAPTER ONE................................................................................................................5
INTRODUCTION.............................................................................................................5
1.1. Background of the Study.....................................................................................................5
1.2. Statement of the Problem....................................................................................................6
1.3. Objective of the Study.........................................................................................................7
1.3.1. General Objective.........................................................................................................7
1.3.2. Specific Objective........................................................................................................7
1.4. Significance of the Study.....................................................................................................7
1.5. Scope of the Study...............................................................................................................8
1.6. Limitation of the Study........................................................................................................8
CHAPTER TWO...............................................................................................................9
LITERATURE REVIEW.................................................................................................9
2.1 Concept and definition of Participatory Decision Making....................................................9
2.3 Types of Decision...............................................................................................................11
2.6.1. The Concept of Job Satisfaction.....................................................................................15
CHAPTER THREE.........................................................................................................20
3. METHODOLOGY......................................................................................................20
3.1 Study Area and Population.................................................................................................20
3.2. Source of Data...................................................................................................................20
3.3. Methods of Data Collection...............................................................................................20
3.4. Sampling Techniques and Sample Size.............................................................................21
3.4.1 Sampling Techniques...................................................................................................21
3.4.2 Sampling Size..............................................................................................................21
3.5. Data Analysis....................................................................................................................21
CHAPTER FOUR...........................................................................................................22
4. DISCUSSION AND ANALYSIS................................................................................22
4.1. Discussion and Interpretation of Data................................................................................22
CHAPTER FIVE.............................................................................................................29
5. SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATIONS......29
5.1. Summary of the Main Findings.........................................................................................29
5.2. Conclusion.........................................................................................................................29
5.3 Recommendations..............................................................................................................31
BIBLIOGRAPHY............................................................................................................32
QUESTIONNAIRES.......................................................................................................33
CHAPTER ONE

INTRODUCTION

1.1. Background of the Study

In any organization, either it is large or small for profit or non-profit;
governmental or non-governmental engage in a matter of human resources.
These resources are the vast resource of people in external environment from
which organizations obtain its employees people are perhaps organization
most precious internal resources because they are organization life blood.
They provide skills, knowledge and driver that create, maintain and advance
organizations. (Cliffered 2000)
Employees play an important role in the success of organizations. To be
successful, an organization must attract and keep the individuals it needs to
achieve its objectives and thrive. To do this it must assess their attitudes
towards the work. Among the most measurement of attitude towards work
either satisfaction or job satisfaction in organizations sustainability are
highly inters related because any organization can be sustainable if it
employees give effective response to their job. To get job satisfies
employees, contribution of participatory decision making is high due to
greater Poole of knowledge, different perspectives greater comprehension
and increased acceptance and so on. (Cliffered 2000)

Participatory decision making is a type of decision making, in involves

participating employees in various form of decision making activities. Due
to the increased complexity of many problems in decision making it requires
specialized knowledge in numerous fields, usually not possessed by one
person; participative decision making is very important. To insure
sustainable organization many managers spend eighty percent of their
working time in committee meetings when employees are satisfied an
organizational sustainability and successfulness continuous normally.
However, most of the time employees are not satisfied with their work. One
of the most complain every-where is manager’s decision making style such
as more centralized and autocratic type therefore participatory decision
making should provide an uninterrupted work for employees to Wolkite
Politechnic College Administration staff without incurring additional cost.
(Grey 2000)

1.2. Statement of the Problem

Participatory decision making is a type of decision making, it involves
participating employees in various form of decision making activities. Due
to the complexity of many problems in decision making. Job satisfaction in
the organizations sustainability are highly inter related because and
organization can be sustainable if it employee give effective response to
their job. (Grey 2000)

Decision making is mainly use administrative to motivate the employee, to

creativities and to share or shift risk of different level. It is the basis for the
organization objectives achievements:- increased acceptance, greater pool of
knowledge and skill. But different factors might that in participatory
decision making such as unwillingness of employees to participate, rigid,
avoiding management style during decision making activities and increase
customer compliant. Therefore this study will attempt to show contribution
of participatory decision making in handling these problems that affect
employee job satisfaction.
The major questions to be addressed in this study are:-
 What are the factors that affect the participatory decision making
and job satisfaction?
 How much contribution participative decision making has to job
satisfaction in the organization?
 What the decisions making process the managers are following?
 What the possible significances of participating employees in
decision making are?

1.3. Objective of the Study

In consideration in the above problem and magnitude of their impact
employees moral and satisfaction, the study has the following objective:-
1.3.1. General Objective
The general objective of the study is to assess the contributions of
participatory decision making and its impact on job satisfaction in Wolkite
Politechnic College Administration and to give some suggestions on
findings.

1.3.2. Specific Objective

 To examine the effect job satisfaction of employees in the
Wolkite Politechnic College administration.
 To assess the advantage and disadvantage of participatory
decision making.
 To evaluate the type of participatory decision making
 To suggest possible solutions and give recommendations
about participatory decision making to increase job
satisfactions.

1.4. Significance of the Study

Important of the study is offer a valuable opportunities to focus on work
activities and goals to identify and correct existence problems and to
encourage better current and future satisfaction of job managers need to
determine the extent to which the advantage and disadvantages apply to the
decision making situations. (From book organizational behaviors 1998 by
Stephen Robbins: P. 381)
In conducting this study, there are beneficiary bodies such as:
1. For organizations:- After conducting this research the organization
will be benefices that the manager see identified problems and
recommended solution of the study and he/she will take the corrective
action in the way and function of the decision making.
2. For researcher:- Beneficiary on getting knowledge about the study
and experience on conducting such assessment to get satisfaction that
when the study was the solution for problem to practice the theoretical
part with in addition practice in the real world.
3. For other researcher:- The researcher can take this study as a
reference for conducting other similar assessment.
 1.5. Scope of the Study
The scope of the study is to encompasses participatory decision making style
in Wolkite Politechnic College Administration i.e. the scope of the study is
limited to identifying factors that affect the practice of participatory decision
making in the case of Wolkite Politechnic College Administration. Since
this practice applied all over the organization but the researcher was not able
to fulfill because of lack of finance conduct a very large research and lack of
secondary data regarding to the organization is participatory decision
making process.

1.6. Limitation of the Study

The limitation of the study is shortage of time and budget.

CHAPTER TWO

LITERATURE REVIEW
2.1 Concept and definition of Participatory Decision Making
A popular strategy for managing people is to involve them in decision about
their work and environment. We know that people are generally more
willing to do their jobs and to make an effort to change their performance
when they are take in to account in one very effective way of taking
subordinates into account is to talk directly with them about problems and
allow them to help make decisions. Direct involvement allows-individuals to
agree and to make a public commitment to decision. When that happens
subordinates are more likely to make decision work. (Stephen Robbins 1998
P.365)
Confusion exists about the exact meaning of participative decision making
Stephan clarified this situation by defining participative decision as the
process whereby employees play a direct role in setting goals, making
decisions solving problems and making changes in the organization. Without
question participation decision making entails much more than simple
asking employees for their ideas or opinions.
Employee involvement also could participative management refers to the
degree that employment share information knowledge, rewards and power
throughout the organization. Employment have some level of activity in
making decision that were not previously within their mandate. The higher
the level of involvement the more power people have over the decision
process and outcomes. Involved employees also receive information and
possess the knowledge required to make a meaningful contribution to this
decision process. (Stephen Robbins: 1998 P. 367)
One reason is, employee participation has become popular because it is an
interval part of knowledge. Management corporate leaders are realizing that
employee knowledge is a critical recourse for competitive advantage so the
fore encouraging employee to share this knowledge.

Technology has also pushed employed employee involvement more than we

could have imagined a decade ago. (Gray strake 2000: PP. 353)

2.2 Management styles in Decision Making

When manager makes decisions, they must first gather information and then
evaluate it. Interims of information gathering the decision make can
contribute on either getting the “big pitcher” or just the details. The former
strategy is called control inspector, for example, assesses the overall pattern
of output of a production line to determine of quantity control standards are
being met (perceptive style). The later strategy is called receptive style for
example; an auditor or accountant on the other hand, considers detailed
information. (Gray/Starke: 2000 PP. 377)

Once the information gathered it can be analyzed either by systematically, or

intuitively decision makers.

Intuitive decision makers use a trial and error approach, i.e. the briefly
examine many alternatives and have many stops and starts in the process.
They are not found to a particular technique or a rigid stretcher in their
analysis of problem. Intuitive decision makes often roles on hunches and
they defend their solution basis of whether or not it is worthy. (Gray Stark:
2000, PP. 358)

Systematic decision makes on the other hand stick to a highly structured way
of looking at the problem they define specific constraints early in the
decision making process and they conduct on orderly search for additional
information. They stress the method of solving the problem and defended
their solution on the basis of their use of systematic rational procedure for
making the decision. (Gray/Stark: 2000, PP. 358)

2.3 Types of Decision

Managers make many different kinds of decision which can range anywhere
from simple to complex, routine to unique. General decision may be
classified as either programmed or non-programmed decision.
2.3.1. Programmed Decision
Programmed decision is made in responses to situation that are routines,
structured in all types of organization. In bottling plant, for example, that
part of quality control dealing with whether the bottle is filled to the proper
level follows programmed decision. The credit granting function in banks is
another example of programmed decision making. As another example,
consider a stores policy on merchandise returns. If your purchase a shirt that
does not fit and you want to return if what happen you will probably be
allowed to exchange it for a shit that does fit.
2.3.2. Non-Programmed Decision
Non-programmed decisions are made in response to situation that are unique
relatively unstructured and/or major consequence to the organization.
Example of introduction of new plant in to organization. If a firm wishes to
build a new plant but has but has never done so before this activity is clearly
a non-programmed decision. Many decision will have to be made in areas
where management has no precedents to follow. Non programmed decision
can have a much greater impact on organization than programmed decision
(Gray, 2000: PP: 350-351)
2.4 Factors Affecting Decision Making
There are several major elements of the internal environment that influenced
decision making in all organization. The predictability of decision out
comes, individual a decision making models management style in decision
making organization decision making modes, and general decision-making
strategies which can be used in organization.

When managers make decisions, they find that the quality of information
about the alternatives, the payoffs, the risks etc. varies widely. As indicated
on the above paragraph the information environment that manager’s face
ranges all the way from complete uncertainty to compete certainty. While
there are an infinite number of circumstance in which decision are made, we
can divide the continuum in to three basic parts.
2.4.1 Certainty:- At one extreme manager can have very exact information
about the relevant aspects of the problem facing them. When certainty exist,
the managers known exact is how many alternatives are available, the nature
of each alternative the payoff, and likelihood of events. This situation is not
very likely to occur often in managerial decision making although there are
certain type of management decisions where virtual certainty exits.
Generally speaking, the lower the organization level, the relater the degree
of certainly. At upper level uncertainty exists about which alternatives are
available, what their payoffs will be the probabilities of success and so no to
sum up, certainty is the condition that exist when decision makers are fully
informed about a problem its alternative solution and their respective out
comes (Graty; 2000 PP: 354).
2.4.2 Risk:- Under conditions of risk, the managers are able to define the
problem clearly of list many (but not all of the alternatives, and to make an
assessment of the likely hood of payoff given a certain alternative. However,
the manager cannot guarantee that a certain pay off will occur once a given
alternative is chosen. Example if a retail chain decides to open a new out,
there is no quarantine that this new out let will be economically viable there
is no way to know forcer train whether the location that has been chosen is
better or worse than some other location. However, managers can do various
analyses to assess more a accurately of the like hood that a particularly
location will be success full.
Situation of risk require the use of probability analysis in order to use
probability in making decision managers must have some basis for assessing
the likely hood that given alternative will result in a certain out-come.

2.4.3 Uncertainty:- Uncertain conditions exist when management cannot

assign probabilities (subjective or objective or chance of occurrence to the
alternative that they develop. And the problem is or the possible alternative
solution. This is because the decision maker has virtually no information
about the problem or because the problem is one that has never top
management decisions particularly those that are among departure from the
organization current particles.
The obvious thing to do in conditions of uncertainty is to rather more
information. If probabilities are not known, task force might be assigned to
assess the experience of other firms who have faced this problem (Gray
Starke; 2000: pp 355-356).
2.5 Decision Making Techniques.
A group cans maker decisions simply by working together through the basic
process. However, group decision can be enriched when the group uses
techniques that stimulation creativities is group process. Among the most
widely used techniques are generating alterative through brainstorming,
selecting alternatives with the Delphi method and nominal group techniques
are mentioned here the Delphi method and nominal group techniques are
mentioned here. (Robbin, P. 1999: pp 138)
2.5.1 Delphi Technique
This technique named after the ancient orate at Delphi was developed at the
Rand Corporation and is mainly used for forecasting future events. In order
to use Delphi it is necessary to get a panel of experts to give their opinions.
The Delphi to technique can be used on a wide variety of topics of interest to
both society in general and to business firm unparticular. For business firms,
Delphi can because to predict things like technological breakthrough in
production process new product types and economic outlook. For the
government organizations Delphi can be used to predict political coalition
weapons development by foregoing power and the supply of critical natural
recourse like oil.
2.5.2 Nominal-Grouping Technique
Is restricts discussion or inter personal communication during decision
making process or a group decision making method in which individual
members meet face to face their judgments in systematic but independent
fashion.
In this technique which is in some respects similar to the Delphi techniques,
five to ten individual are assembled in a room and are asked to write their
solution to a problem given to the group. A group might be asked things like
hoe to improve in their particular organization how they might improve
upward communication how to development skills or a host of other
problem. The procedure for using the nominal technique is as follows.
1. Individuals write down their solution the problem without disusing
them with other member of the group. This is the “listing phase of the
process”
2. After approximately twenty minutes have passed the “recording”
phase begins. The individuals are asked to give the solution that they
have written down to the group leader the leader then writes each
individual solution to the problem are listed on the flip chart but the
solution are not matched with the individual who suggested them.
3. The final stage in this process is the “voting phase” ballots are
distributed to member of the group and they are asked to rank order
interims of importance the solution that are and the flip chart. The
 ballots are tabulated and alternatives with the highest core is
designated as the choice of the group like the Delphi technique, the
nominal-grouping techniques is premised on the nation that allowing
group discussion may enhance creativity.
2.5.3 Brain Storming
The brainstorming techniques were developed by Alxosborn a partner in an
advertising agency. The technique was used originally to develop an
advertising program but it can be used any time an organization wants to
develop creative or freewheeling idea to facilitate this, the following
guidelines are used in brain storming.
1. Criticism of idea that are developed is not allowed
2. Participants are encouraged to build on the serrations of other group
members.
3. As may ideas as possible are encouraged. The greater the probability
that a useful one will be found. (Gray Stark: 2000, PP. 379) 2.6. Job
Satisfaction

2.6.1. The Concept of Job Satisfaction

Like any feelings of satisfaction job satisfaction is an emotional effective
response. Affect refers to feelings of like or dislike the reform job
stratification is the issue in which a person derives pleasure from a job.

Job satisfaction is a pleasurable or positive emotional state resulting from

the appraisal of one’s job or job experiences. Unlike moral which is a group
response, job satisfaction is strictly an individual’s response. (Robbin; 1999:
PP. 139)

2.6.1 Causes of job satisfaction with his/her job and dissatisfied with one
or more aspect.
A. Need Fulfillment
These persons that satisfaction is determined by the extent to which the
characteristics of a job allow an individual to fulfill his or her needs
B. Discrepancies
This model proposes that satisfaction is a result of met expectations. Met
expectation refers to the difference between what an individual expect to
 recessive from a job such as good pay and promotional opportunities, and
what he or her actually receives. When expectations are greater than what
is received, a person will be dissatisfied. In contrast, this model predicts
the individuals will be satisfied when he or she attains out comes above
and beg and expectation.
C. Value Attainment
The idea underlying value attainment is that satisfaction result from the
perception that job allows for fulfillment of an individual important work
values.
D. Equity
In this model satisfaction is a function of how “fairy” an individual is
treated at work satisfaction result from one’s participation that work out
comes relative to inputs, compare favorably with a significance others
out comes inputs.
E. Trait/genetic Components
This model of satisfaction attempts to explain the benefit that job
satisfaction is partly a function of both personal traits and genetic traits.
As such this model implies that stable individual difference is thus
important in explaining job satisfaction as are characteristics of the work
environment. Genetic factors also were found to significantly predict life
satisfaction wellbeing and general job satisfaction.
2.6.2 Consequence of job Satisfaction
The relationship between job satisfaction and other organizational variables
is either positive or negative. The strength of the relationship ranges as from
weak to strong.
Motivation
Measure satisfaction with supervision also was significantly correlated with
motivation managers are advised to consider how their behavior affects
employees satisfaction manager can potentially enhanced employee’s
motivation through various attempt to increase job satisfaction.
Job Involvement
Job involvement represents the extent to which an individual is personally
involves with his or her work role. Different studies demonstrated that job
involvement was moderately related with job satisfaction. Managers are thus
encouraged to faster satisfying work environments in order to fuel
employees’ job involvement.
Organizational Commitment
Organizational commitment reflects that extend to which an individual
identifies with an organization and to in order to management are advised to
increase job satisfactions in order to elicit higher levels of commitment.
Interns higher commitment and facilitate higher productivity.
Absenteeism and turnover
Studies reviled a wake negative relationship between satisfaction and
absenteeism. It is unlikely there for that managers will realize any significant
decrease in absenteeism by increasing job satisfaction.2.7. Significant of
Participatory Decision Making
In doing so, managers need to determine the extent to which the advantages
and disadvantages apply to the decision situation. Then the following three
guidelines may be applied to help whether the group makes decision making
process (Gray: 2000: pp 381)
1. If additional information would increases the quality of decision
managers should those people how can provide the needed
information.
2. If acceptance is important manages need to involve those individual
acceptance and commitment are important.
3. If people can be develop through their participation manages may
want involve through whose development is most important.
2.7.1. Diversity of View Points
The variety of view point and knowledge contributed by group member can
enhance the quality of objective established group decision tend to be more
accurate than that of average (but not the best group members also group
solutions are typically more creative.) getting more people involved in
decision making also can improve efficiency. If several people search for
information and alternatives on for evaluation them the origination can carry
out steps more roughly in the same time frame.
2.7.2. Motivation
Efforts to a chive consensus can result not only more reasoned decisions, but
been wider acceptance and understanding of alternative choice.
2.7.3. Risk and Cautious Shifts
Another possible benefit of participatory decision making has to do with
decision makers risk aversion. Researchers have notice that in some
situation group members has a whole are willing to accept greater level of
risk following a group discussion. The call these tendencies a risk shift. In
other situation group discussion leads to a reduction in the level of a risk
consider acceptable – a cautious shifts. The direction of shifts may depend
on type of decision making being made. The risk shifts results when the
choice is among potential gains and cautious shifts when the chose is among
potential loses.
In most organization it will rare to find decision being made regularly by
individual. The reason for the group decision making in organization are
many some of them are business world requires more specialized knowledge
than just one person usual possessed.
Secondly it is proven than group participation through of the decision
making process helps create acceptance of commitment to the decision and it
is smooth implementing decision.
2.8 Factors which Affect Participation
Of course, participative decision making is not perfect. First it is more time
consuming than individual decision making. This is because the group must
agree on decision roles, the information processing is more complex and the
members of the group must take time to communicate with one another and
resolve disagreements. Nevertheless, over half the studies investigating a
link between employee’s participation in decision making and out comes
found no relationship to productivity.
Various types of group dynamic can interface with effective group decision
making one is pressure to confirm. When someone believes everyone else in
the group holds a certain opinion or value, that person will be reluctant to
voice an opposing view. Group members also tend to hold back from stating
view. That opposes those of dominant or highest status group member or
one perceived to have expertise.
Similarly groups are likely to be biased in favor of the viewpoints of group
member, discounting the view of outsiders. This can limit a group to
consideration of only internally generated solutions (Stephen 1998: pp: 374).

Group think
When group is highly cohesive, members often over emphasize agreement
and consensus, becoming unwilling to evaluate member’s ideas critically.
This condition is called group think when group think exists, the group not
only lasses benefits of diverse view points, it may actually make decision
that none of the group members like just because no one is willing to make
negative comments.
The basic way to avoid group think is to actively encourage divergent
viewpoints. For example, the group designate someone to act as devilry
advocate.
Generally participating employees in decision making the following
demerits:
 Social pressure unwillingness “rock the boat” and pressure to
conform may combine to stifle the creativity of individual
contributors.
 Minority domination- sometimes the quality of group action in
reduced when the group gives in to those who talk the loudest and
longest.
 Logrolling policies wheeling and dealing can displace sound thinking
when individuals get project or vested interest is take.
 Goal displacement some secondary considerations such as winning an
argument. Making a point or getting back at arrival displace the
primary the task of making a sound decision or solving a problem.
 Group think as disc used above-sometimes cohesive in group think let
the desire for un animate override sound judgment when generating
and evaluating alternative courses of action. (Stephen/Robbin; 1998:
pp 382-386).
CHAPTER THREE

3. METHODOLOGY

3.1 Study Area and Population

In order to achieve the aim or desired objective the target groups of the study
will be Wolkite Politechnic College Administration.

3.2. Source of Data

Primary Sources
The primary data were collected through distributing both questionnaire and
interview method of data collection. The interview was used to collect data
from managers and the questionnaires will be used to collect data from
employees.
Secondary Sources
The secondary source of data were gathered and recorded by the
organization and other experts prior to the current need of the researcher.
Therefore, the researcher utilized the organizations, employees and
newspaper of the organization.

3.3. Methods of Data Collection

In the study both primary and secondary data collection methods were used
principally, self-administered questionnaires were proposed tool for the
primary data collection. Because the time given to conduct this study is
short, the researcher use this technique to get more data within a short
period. As an additional source of primary data, interview was conducted
with management of the company. The questionnaires include open ended
questions that may invite them to express their feeling, and closed ended
questions that provides alternatives to choose. The researcher also used
secondary data from books, newspaper, magazines, and employee handouts
of the organization to get accurate data.
3.4. Sampling Techniques and Sample Size

3.4.1 Sampling Techniques

A sample is made up of some of the members of the company. Selecting a
sample will be a fundamental element of the study. Simple random sampling
was chosen for taking the sample on the grounds that every single
observation of the sample has non-zero chance of being actually included in
the sample, and so that bias will be eliminated at the outset. And the
selection of any unit will not affect the selection of any other.

3.4.2 Sampling Size

In order to come across manageable size of population, the researcher was
select employees of Poly Technic College which are working administration
areas. The sample size was about 56% of the total population 36 employees.
The sample size was determined based on the following formula.
N=N/1+N (e)2

3.5. Data Analysis

Data will be analyzed and interpreted according to their nature. Data
analysis implies that further transformation of the process of data to look for
patterns and relations among the data groups. Data will be analyzed using
descriptive data analysis methods. It refers to understand and interpret. This
method helps to describe, summarize and present quantitative and qualitative
data that will be presented in graph, table and etc.
CHAPTER FOUR

4. DISCUSSION AND ANALYSIS

4.1. Discussion and Interpretation of Data

Primary and secondary data were used as a source of information for the
study the data were collected mainly using questionnaire considering 20
actual respondents out of the predefined 36 respondents. Hence results are
presented as follows:
Table 4.1: Profile of the Respondent
Respondents
No Item In number In percentage
1 Sex
Male 14 70%
Female 6 30%
Total 20 100%
2 Age
18-40 13 65%
41 and above 7 35%
Total 20 100%

The researcher saw in item 1 of table 4.1, among the respondents fourteen
(70%) have to be male and six (30%) were females. If we see the age
distribution of the sample employee in item 2, 65% (thirteen and 35 %
( seven) of respondents. Were in the age interval of 18 and remaining of
were above 4 whose age is below 18 years so. One can understand that
respondents to the questionnaire are the correct response.

4.2. Issues Related to Decision Making

In order to analyze the current situation with regard to decision making, the
student has designed different questions and the results are participation in
decision making.

Table 4.2: Employees participation in decision making

Item Response No of In percent
response
Do you agree with the Yes 20 100%
idea of participatory No -- --
decision making? Total 20 100%
The researcher can see from table 4.2 20(100%) of the employees or
respondents were agreed with the idea of participatory decision making. This
may be indicated that the all of concerned respondents were well
understanding about the benefits and advantages of participatory decision
making in their organization.
Based on the interview conducted with the manager he believed that the idea
of participatory decision making is so interesting which as it to create a
good atmosphere to the employees and the organization in different ways.
He also explained that unless there is participatory decision making
accomplishing the organizational objective becomes difficult.
From the response above it is possible to understand that a large percentage
of the employees know the idea of participatory decision making.
Table 4.3: Timing and Length of Participative Decision Making:
Item Alternative No of response In percent
Do you think that the issue of Yes 8 40%
participative decision making No 9 45%
is too lengthy and time Silent 3 15%
consuming in your Total 20 100%
organization?
As is shown in table 4.3, eight (40%) of the respondents said that the issue
of participative decision making is too length and consuming. But nine
(45%) of said that the issue is not too lengthy and time consuming. The
remaining three (15%) of respondents were keep silent about the time
consumption of their organization during the decision making process. But
through the local analysis and interpretation almost equal number who said
“Yes” and “No”. So this is difficult to judge the issue of participative
decision making is too lengthy and time consuming in the Wolkite Poly
Technic College administrative staff.
Still based on the result finding on the above table a little bit difference we
can expect that or consider that the issue of participatory decision making
 may not be time consuming and too lengthy since the more percentage of the
respondents were said.

Table 4.4: Effort of Administrative bodies to aware employee

Item Alternative No of response In percent
Have you ever noticed a Yes 8 40%
situation where administrative No 12 60%
bodies have attempted to show Total 20 100%
objective of participatory
decision making?
Table 4.4, was designed to assess effort of administrators to aware the
objective of participatory decision making. Hence out of the total sample
size of 40 percent of the respondents notice situation where administrative
bodies have made an attempt to show the objective of participative decision
making to their employees. However 60 percent of among the total sample
size answered they have never noticed administrative bodies show the
decision participative decision making to them.
Although decision making is mainly sued for administrative purposes such
as to motivate the employees, to increase creativity I decision making and to
share or shift risks among different levels most of the employees have never
noticed any attempt to show the objective by the respective body.
Table 4.5: Contribution of Participative decision making to
Item Alternative No of response In percent
How much contribute participative High 10 50%
decision making to your job Medium 9 45%
satisfaction? Low 1 5%
Total 20 100%

According to table 4.5 (50%) of the respondents gave their answer that
participative decision making contribution to their job satisfactory
satisfaction, nine (45%) of them medium and the remaining one (5%) of the
respondent was low contribution.
 Even among most of the respondents implied there a positive relationship
between participating in decision making and satisfying with the job, but
some respondents complained that of this.
The administrative bodies did not give any time to discuss such kind of
issues.
They have not confidence the transparence of the decision which is made.
Most of the time the decision is conducted in some administrative bodies
only etc.
The respondents who said “low” was not gave only other (s) which
contribute to her job satisfaction.
Table 4.6: Employees Involvement in decision makers.
Item Alternative No of response In percent
Do you participate in all the Yes 2 10%
decision made in your No 18 90%
organization? Total 20 100%

According to table 4.6 two (10%) of employees were responded that they
have participate in all the decision made in their organization. But eighteen
(90%) of the employees implied that did not take part in all the decisions.
Those who did not participate in all the decisions they raised reasons like;
My organization (administrative staff) don’t participate employees in
decision making at all.
Decision making in group is time consuming tedious and difficult in our
organization.
Most of the managerial level believes that the decision making respects the
managers only etc.
4.2.4: Participatory Decision Making in the eyes of managers’ of
Wolkite Poly Technic College
To cross check respondent response, an interview was made with the
managers. They said “most of our organization participate employees in the
final decision. However in cases like there is no enough time to participate
not only enough time but also absence of comfort favor situation to
participate the employees when the decision type is not allowed to
participate all workers and some related issues employees may not take part
in the decision. The overall response indicates that there are situations where
 employees are not participated in all decision. This could create/effect
negatively on the employees’ job situations.
Table 4.7: Contribution of decision making to employees
Item Alternative No of response In percent
Do you think that the existing Yes 6 30%
participatory decision making No 14 70%
style in your organization has Total 20 100%
help you in any way?
The researcher can see from table 4.7 six (30%) of the respondents answered
that the existing participative decision making style in their organization has
helped them, but fourteen (70%) of employees answered that the existing
participative decision making did not help them in any way. The responses
gathered indicated that the existing participatory decision making in the
organization (Wolkite Poly Technic College administrative staff) have no
significance in helping the employees in any way. Respondents who said
“yes” to the above table stated the reasons like:
 The existing participative decision making helps employees to know
how problems are solved within groups rather than individually.
 Group generates the greater pool of knowledge and the existing
problem of my organization is easily and immediately resolved.
 They are motivated to do their job this interims made them continuing
with satisfaction with their job and this leads to creating a sustained.
Working in their organization.
It, increase, cooperation of the employees and also the manger this in turn
leads to create comfort culture of helping each other. Whatever all problems
do you have the regard to decision making in the organization is/are large
number of respondents were gave similar ideas. Among the problem raised
by the respondents some are the following.
 The organization not yet exercises participatory decision making
during the time of decision process in the organization i.e. they not
encourage to express their idea/felling etc.
 Management style in decision making process is rigid and most of the
time the employees are receiver of final decision.
Some of the respondents were gave response like our organization
(administrative decision making of Wolkite Poly Technic College
administration. Centralization of power and authority at top level this is not
expected from the modern world of the management style. What suggestion
do you want to forward overcome the problems in decision making?
To this question the respondents were also gave the similar and related
suggestions like:
 It may overcome the right person (skilled) seat at the right place and
business reengineering process implementing the institution.
 Through implementing BPR in the Poly Technic College in short
period of time in order to addressed the problems.
 Management style must be change i.e make the employees participate
to decision making because it can be help to get good decision.
 To create a good atmosphere of working conditions participatory to
decision making should be strengthened. Etc.
As indicated in the literature (chapter two) participative decision making is a
training ground that less experienced participants in group action learn how
to cope with group dynamic by actually being participated. It also a way of
increasing acceptance that those who play an active role in group decision
making and problem solving tend to view the outcome as “ours” rather than
“theirs”
Therefore, one can perceive from this that by participating employees in
decision making it is possible to create a normal sustaining working
condition. This in turn leads to creating satisfaction by one’s job. Finally if
one gets satisfaction by his job he stands for helping himself and his
organization. If this decisions are effectively implemented a great effect
(positive) impact on the accomplishment of organizational goals and
objectives.

Before I gave conclusion and recommendation, I would like mentioned what

I gathered (observed problems) and those corresponding suggestions
generated by the respondent in Wolkite Poly Technic College administration
of employees explained that decision making in their organization not
perfect. From the overall problems raised the following are some of them.
 The manger gives invaluable time to participate the employees in
decision making.
  There is also lack of coordinated way of decision making this is due
to lack of transparency. Most of the time the manger did not give
sense to hear the complaints of the operational level employees.
 The decision is not conducted at a schedule.
Therefore, to overcome the above mentioned problems, the respondents are
asked to give their suggestions. Among set the following.
 There must be coordination and cooperation’s between each employee
and managerial levels.
 The manager must listen the complaints of the employees and give
them a chance to take part in decisions.
 Organizations must support quality circles with technical assistance
and training in participative management, problem solving and
statistical analysis techniques.
 Leaders (management) and member’s employees must have clear
sense of the meeting’s agenda in the decision made.

CHAPTER FIVE

5. SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATIONS

Presentation and analysis of data in the preceding chapter have provided the
researcher perspective on the fact of the study about contribution of
participator decision making and its impact of job satisfaction in Wolkite
Poly Technic College administration.
In this chapter a summary and conclusion of the majority findings of the
study and recommendations that are expected to be helpful are presented.

5.1. Summary of the Main Findings

The main concern of this study was to collect necessary information about
major problems in participating employees in decision making in Wolkite
Poly Technic College administration. The basic questionnaires in general
were:
 What the decision making process in practice of parting employees
looks like?
 What the possible significances of participating employees in decision
making are?
 What are the overall effects of participative decision making a job
satisfaction and on the administration of the organization?
Decision making is central to the managerial task of coordinating
organization endeavor toward achieving goal. To achieve such
organizational goals, participation of every individual effort is essential.
Therefore it major purpose is participating employees in decision making to
accomplish such goals and to assure the distain ability of the organization.

5.2. Conclusion
 For analysis in the previous chapter the following conclusion are
given based on my findings. Most of the employees have good
knowledge about the idea of participative decision as indicated in their
responses.
 More than half of the employees (about 90%) did not take part in the
process of decision making. As a result this becomes a ground for
employee’s dissatisfaction.
 Even if participation of employees in decisions my delay the decision
process. Time is not a major problem of participating employees in
decision making process.
 Although awaring employees about the objective of taking part in the
decision making the respective bodies and give invaluable time aware
them.
 Even though satisfaction by one’s job is person, most of the time
respondents explained that there is a positive relationship between
employees participation in decision making and job satisfaction.
 There is a great deal of information gap between the managerial
employees and subordinate employees with regard to how the
decisions is made, then it is made and what the decisions agenda is
about, this made employees complained and dissatisfaction and
cooperation with in employees of Wolkite Poly Technic College
administrative bodies regarding decision making process. As a result
it becomes a major problem to continuing a normal working
condition.
5.3 Recommendations
 The respective body works on the take parting employees in decision
to solve the increasing rate of dissatisfaction of employees in their
work.
 The decision must be done in transparent and participate manner.
 An administrative body should make efforts to show the aim and
objective of each decision.
 Since participative decision making in the organization increase
responsibility, commitment, creativity and moral of the employees.
The administrative body should give great value to this issue.
 The respective body of Wolkite Poly Technic College administrative
staff must fill the information gap by awaring everything about the
decision made in the organization, and there must be cooperation of
employees in each levels of the organization. Moreover, the
organization should give opportunities to its employees to complain in
cases their participation is helpful to them
 The Poly Technic College administrative staff must implement the
business processing reengineering (BPR) principle sufficiently and
adequately.
 Managers should give a chance for the employees to direct the
decision place of him because it increases motivation and satisfaction
to job. This in turn increases sustainability and accomplishing
organizational goals easily.
BIBLIOGRAPHY
1. Gray/Strick (2000), Operational Manager (Management) Decision
Making in Operation Function, 2nd edition.
2. Gray/Strick and Cliffered. (2000), Participatory Decision Making
Book Published by Western College Publishing (searched from
Internet)
3. Jill Hussey and Roger Hussey (1997), Business Research: A practical
guide for Undergraduate and Postgraduate Students, Macmillan Press
Ltd, London.
4. Plunkett, Arthur (1994), Introduction to Management, 5th edition,
Cliformal: Words Worth Publishing Company.
5. Stephen Robbin P. (1998), Organization Behavior 3rd edition.
6. Stephen Robbin P. (1999), Organization Behavior 4th edition.
QUESTIONNAIRES

WOLKITE UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT

QUESTIONNAIRES ON PARTICIPATORY DECISION MAKING

Objective: This questionnaire is prepared by 3rd year management
department student to collect data on empowering of women’s in leadership
in women’s affairs bureau fulfillment of research method so you are kindly
requested to give accurate and relevant information for the success of this
study. be sure that your answer is strictly confidential. Thank you in advance
for your corporation in answering the question by deviating and sparing your
time.

Instruction:- Please put tick (√) in one of the alternative choice and
part II questions which do not have alternative please give your suggestion
on blank space.

1. Personal data

Sex Male Female

Age group below 20 21-25 26-30
above 31

2. Educational background?
- Primary school
- Secondary school
- Certificate
- Diploma
- Degree

3. Do you agree with the idea of participatory decision making?

Yes No
 4. Do you think that the issue of participative decision making is too
lengthy and time consuming in your organization?
Yes No Silent
5. Have you ever noticed a situation where administrative bodies have
attempted to show objective of participatory decision making?
Yes No Silent
6. How much contribute participative decision making to your job
satisfaction?
High Medium Low
7. Do you participate in all the decision made in your organization?
Yes No Silent

8. Do you think that the existing participatory decision making style in

your organization has help you in any way?
Yes No Silent