THE INFLUENCE OF EMPLOYEE PARTICIPATION IN DECISION-MAKING ON THEIR WORKPLACE PERFORMANCE: A CASE OF TEMEKE DISTRICT COUNCIL

Abstract

ABSTRACT Employee participation in decision-making is a critical aspect of organizational dynamics, impacting job performance and overall effectiveness. While extensive research exists on the relationship between participation and performance in various contexts, there is a research gap concerning this relationship within the specific domain of public sector organizations, such as municipal councils The study aims to examine the relationship between employee participation in decision-making and job performance. It explores the challenges and effective methods for enhancing participation and offers recommendations for improving the work environment at the council. Data for this study were collected using a survey questionnaire administered to a diverse sample of 50 employees within Temeke Municipal Council. Data were analysed using SPSS 26 where, Descriptive statistics were used to summarize the responses and provide an overview of the study's variables. Logistic regression analysis was employed to investigate the impact of employee participation on job performance while controlling for relevant demographic characteristics. Descriptive statistics revealed that 70% of participants viewed communication with supervisors favorably. In terms of employee involvement in decision-making, 60% of participants agreed. Regarding empowerment for decision-making, 60% felt empowered while 40% expressed disagreement. Trust in employees' judgment during decision-making was high, with 64% agreeing (30%). Only 16% remained neutral, and 20% expressed disagreement. Concerning staff involvement in setting work goals, a significant majority (64%) perceived encouragement, with 38% agreeing and 26% strongly agreeing. Only 2% strongly disagreed, while 20% expressed disagreement. The logistic regression analysis demonstrated statistical significance (χ² = 18.52, p < 0.001), indicating the model's ability to predict job performance based on employee participation. For each unit increase in employee participation, the odds of high performance increased by 1.27 times (adjusted odds ratio = 1.27, 95% CI [1.06-1.52]). To enhance participation and performance, recommendations include promoting inclusive decision-making, streamlining bureaucracy, creating a safe environment for employee voice, implementing effective change management, allocating adequate time and resources, and investing in training. Further research is recommended to explore the complexity of this relationship in diverse contexts.