Participatory Decision Making and Employee Performance at Public Utilities Regulatory Commission, Ghana

Abstract

This study was aimed at examining the effect of participatory decision-making on employee performance. Specifically, the study sought to: analyse the effect of participatory decision-making on employee innovation; examine the effect of participatory decision-making on employees‟ punctuality; analyse the effect of participatory decision-making on employees‟ quality of service; and investigate the effect of participatory decision-making on employees‟ satisfaction with the public utilities regulatory commission in Ghana. The study employed a causal research design since it tested the relationship between the various variables. The data collection instruments were questionnaires. The study employed a quantitative research approach. The simple random sampling technique was used in selecting a respondent of 300. Descriptive statistics and the structural equation model were employed to analyse the objectives of the study. The study found that general organizational issues had significant effect on innovation, punctuality and satisfaction. Interpersonal relations also had a positive and significant effect on innovation and punctuality. Personal job issues also had a positive and significant effect on innovation, punctuality, quality of service and satisfaction. Team group issues also had a positive and significant effect on innovation and punctuality. Finally, union issues had a positive and significant effect on innovation and quality of service. Based on the positive relationship identified between employee participation in decision-making and various desirable outcomes, the study recommended that management must create a culture that values and encourages the participation of employees in decision-making processes.