THE CONTRIBUTION OF PARTICIPATORY DECISION

MAKING AND ITS IMPACT OF JOB SATISFACTION

(IN CASE OF DILLA UNVIERSITY STUDENT SERVICE
ADMINSTIRATION)

A RESEARCH proposal SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENT FOR B.A DEGREE IN MANAGEMENT.

BY: DAWUD YIMER

ADVISOR: TILAHUN N.

DILLA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

JAN, 2019

DILLA, ETHIOPIA

Contents
CHAPTER ONE.............................................................................................................................4
1. Introduction............................................................................................................................4
1.1 Background of the Study......................................................................................................4
1.2 Statement of the Problem......................................................................................................5
1.3 Research Question................................................................................................................6
1.4 Objective of the Study..........................................................................................................6
1.4.1 General Objective..........................................................................................................7
1.4.2 Specific Objective..........................................................................................................7
1.5 Significance of the Study......................................................................................................7
1.6 Scope of the Study................................................................................................................8
1.7 Organization of the Paper.....................................................................................................8
CHAPTER TWO............................................................................................................................9
2. LITERATURE REVIEW.......................................................................................................9
2.1 Concept and definition of Participatory Decision Making................................................9
2.2. Types of Decision...............................................................................................................11
2.3. Levels of Decision Making................................................................................................12
2.4. Factors Affecting Decision Making...................................................................................12
2.5. Decision Making Techniques.............................................................................................14
2.6. Job Satisfaction..................................................................................................................16
2.6.1. The Concept of Job Satisfaction..................................................................................16
2.7. Consequence of job Satisfaction........................................................................................19
2.7.1. Significant of Participatory Decision Making.............................................................20
2.8. Factors which Affect Participation.....................................................................................22
2.9. Empirical Literature review...............................................................................................24
CHAPTER THREE......................................................................................................................27
3.2. Study Area and Population................................................................................................27
3.3. Source and type of data......................................................................................................27
3.4. Methods of Data Collection...............................................................................................27
3.5. Sampling Techniques and Sample Size..............................................................................28
3.5.2. Total population and sampling size.................................................................................28
3.5. Data analysis and interpretation method............................................................................29
4. Work plan and cost budget...................................................................................................31

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3.6. Reference...........................................................................................................................33

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CHAPTER ONE
1. Introduction

1.1 Background of the Study

In any organization, either it is large or small for profit or nonprofit; 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 organization.
(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 everywhere 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 Dilla university student service administration staff without incurring additional
cost.

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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 an organization can be sustainable if it employee give effective response to their job.
Bavendam (2000)

Participative decision making is the degree to which employers encourage or allow their
employees to be involved in organizational decision-making (Talib & Rahman, 2010).Employee
participation in decision making has an important influence for employee job satisfaction and
organizational effectiveness. If they have participation in this fact, the employees will feel that
they are valued in the organization. They also provide necessary suggestions and guidelines to
the organization for attaining its goal. Harber, Marriott, Idrus, (1991)

Participation in decision making is important for an organization, as its help organizations make
sure employee are working hard or committed to contribute to accomplishing the organization
goal. Riel, (1994)

Participation in decision making sets expectations for motivates employee to work hard in ways
that is expected by the organizations. Consequently, improving employee commitment by using
employee participation plan is a way to improve organization goals. Gilbraith [Link]. and Edward
e Lawler III (1993)

Participation in decision making increase employees commitment, because the contribution

towards organizational goals is realized .Satisfaction and successful team work with supervisor
will increase as well because employee are less stressed there is less conflict and more
commitment to organization goal and at last, organizational change is better accepted. Irawanto,
(2015).

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

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participatory decision making such as unwillingness of employees to participate, rigid, avoiding
management style during decision making activities and increase customer compliant. Black, J.
S., and Gregersen, H. B. (1997)

The contribution of participatory decision making and its impact of job satisfaction is conducted
by Muktar Abdi Aydid, (2017).His research finding is awarding employees about the objective
of taking part in the decision making the respective body’s and give invaluable time aware them.
Because the research as a result is more than half of the employees did not take part in the
process of decision making. Therefore the purpose of this study will be fill the gap by identifying
what the effect and challenges taking part in the decision are making. To create an environment
which can produce an organizational culture that is participatory, avoids employee
dissatisfaction, promotes cooperation, commitment to organizational goals. Muktar Abdi Aydid,
(2017). In other hand no anyone in the previous time study about the contribution of
participatory decision making and its impact of job satisfaction in Dilla university student service
administration. So, the researcher will be done this study in Dilla university student service
administration. Therefore this study will attempt to show contribution of participatory decision
making in handling these problems that affect employee job satisfaction. Muktar Abdi Aydid,
(2017)

1.3 Research Question

The major research questions to be addressed in this study will be:-

 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?

1.4 Objective of the Study

In consideration in the above problem and magnitude of their impact employees moral and
satisfaction, the study will be the following objective:-

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1.4.1 General Objective
The general objective of the study will be to assess the contributions of participatory decision
making and its impact on job satisfaction in Dilla university student service administration and to
give some suggestions on findings.

1.4.2 Specific Objective

 To assess the factors that affect job satisfaction of employees in Dilla university
student service administration.
 To assess the advantage and disadvantage of participatory decision making.
 To evaluate the type of participatory decision making followed by the manager
of Dilla university student service administration.
 To suggest possible solutions and give recommendations about participatory
decision making to increase job satisfactions.

1.5 Significance of the Study

Important of the study will be to 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 [Link] Robbins (From book of
organizational behaviors,1998)

The result of the study will be significant:

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: -they could take this study as a reference for conducting other
similar assessment.

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1.6 Scope of the Study
The scope of the study was encompasses participatory decision making style in Dilla university
student service administration i.e. the scope of the study is limit to identify factors and
challenges that affect the practice of participatory decision making in the case of Dilla university
student service administration.

1.7 Organization of the Paper

The paper will be organize with five chapters. The first chapter will be deal with the introduction
and general overview of the research. Such as background of the organization, statement of the
problem, objective of the study, scope of the study and significance of the study. The second will
be presents literature review which is use full and related to the study. The third chapter will be
deal with the methodologies which will be use conduct the study. Chapter four will be present
the analysis and interpretation part based on the collect data. Finally, chapter five will be deal
with summery, conclusion and recommendation part of the research.

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 CHAPTER TWO
2. LITERATURE REVIEW
2.1 Concept and definition of Participatory Decision Making
2.1.1. Concept of Decision making

Store and Freeman (1984), define decision making as “the process of identifying and selecting a
course of action to solve a particular problem.” Moorhead and Griffin, (2004) decision making
can be defined as choosing between alternatives. It can be regarded as an outcome of mental
process (cognitive processes; memory, thinking, evaluation) leadings to the selection of a course
of action among several alternatives. Decision making involves mapping the likely consequence
of decisions, working out the importance of individual factors, and choosing the best course of
action to take (Muindi, 2011). Moorhead et al.(2004) in the decision making process the decision
makers actions are guided by a goal. Each of the several alternatives courses of action is linked
to various outcomes. Information is available on the alternatives, on the value of each outcome
relative to the goal. The decision maker chooses an alternative on the basis of her/his evaluation
of the information.

2.1.2. Concept Participative decision-making

The concept of participative decision making emphasizes the need for cooperation between
employee, and for employees to share in the decision making processes of
management(Bendix,2001).It is widely believed that employee participation may affectan
employee’s job satisfaction, productivity, commitment, which can create comparative advantage
for an organization (Bhatti and Qureshi,2007). High performing, effective organization have a
culture that encourages participative decision making, since employees are willing to get
involved in the decision making process, goal setting and problem solving activities, which then
results in higher employee commitment (Scocum and Woodman,1998).

2.1.3. Forms of participative decision making.

According to Nel, Kirsten, Swanepoel, Erasmus and Jordan (2005), there are two forms of
participative decision making, Namely Direct and indirect participation in decision making.

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1. Direct participative decision making.

Direct participative decision making is regarded as a process of job enrichment and enlargement
where the employee is offered the possibility of extending the depth and width of his work tasks,
but without any control over organization planning or goal setting (Nel [Link], 2005).Direct
participation in decision making also includes the sharing of financial rewards, which result from
increased productivity, the provision of all information relevant to a job; consultation about
changes that may affect the employee; and personal involvement of employees in the decision
making process(Nel et al.,2005),

Geary and Sisson (1994) also define direct employee participation as opportunities which
management provide, or initiatives to which they lend their support, at work place level, for
consultation with and/or delegation or responsibilities and authority for decision making to their
subordinates either as individuals or as group of employees, related to the immediate work task,
work organization and/or working conditions.

2. Indirect participation decision making

Indirect participation is commonly conceived of as the involvement of a restricted set of actors

who are elected or appointed to act as the representatives of the employees (Cotton, Vollrath,
Froggatt, Lengnick-Hall, and Jennings (1988); Black and Gregerson, 1997). These
representatives can be Unions, works councils, Joint committees, or employee representatives on
boards. Indirect employees’ participation concerns employees’ collective interest, for instance,
collective bargaining negotiations (CBN).

According to Anstey, (1997), collective bargaining is an indirect form of employee participation

in decision-making, and it is the most common form of employee participation worldwide.
Collective bargaining is a vehicle used by employee representative to regulate workplace
behavior between managers and [Link], Bendix (2010) state that collective
bargaining is an indirect forms of employee participation in decision making ,particularly
because the process of collective bargaining allows managers and employees to engage in the
joint regulation of workplace-related issues whilst they may jointly solve problems, which may
arise.

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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).

2.2. 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.

2.2.1. Programmed Decision

Programmed decisions are usually highly structured, that is; the goals are clear and well known,
the decision making procedure is already established and the sources and channels of
information are clearly defined (Moorhead and GrifCin, 2004).

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 as hit that does fit. (Gray,
2000).

2.2.2. Non-Programmed Decision

Non programmed decisions are poorly structured because information is unambiguous and there
is no clear procedure for decision making and the goals are often vague (Moorhead and GrifCin,
2004).

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Non-programmed decisions are made in response to situation that is unique relatively
unstructured and/or major consequence to the organization. Example 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 decisions 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)

2.3. Levels of Decision Making

There are four levels of decisions making in an organization. According to Bennet (1997), these
levels are: strategic decisions, tactical decisions, operational decisions and policies. Strategic
decisions are broad decisions about a firm’s direction and its relations with the outside world.
These decisions establish organizational objectives and impose frameworks for controlling the
organizations activities. They include decisions on issues such as what to produce and how the
organization will finance its operations. These decisions are usually made by senior level
management (Bennet, 1997). Tactical decisions are concerned with implementation of strategic
decisions. They include decisions on issues such as the acquisition and deployment of resources,
allocation of duties and specification of secondary objectives, monitoring performance and
reporting to higher levels of authority (Bennet, 1997). Operational decisions on the other hand
are concerned with minor administrative matters such as lengths of production runs, shift rosters,
stock levels and so on (Bennet, 1997). They focus on the day-to-day activities of the
organization. The fourth level of decision making is policies. Bennet (1997) defines policies as a
set ground rules and criteria to be applied when taking decisions related to a particular function
or activity. Policies therefore exist to restrict the scope and nature of decisions concerning a
specific issue, for example, internal promotion. Policies facilitate the co-ordination of diverse
operations and ensure that all decisions made are compatible with the overall aims of the
organization.

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.

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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.

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2.4.3Uncertainty: -Uncertain conditions exist when management can not assign probabilities
(subjective or objective or chance of occurrence to the alternative that they develop. A 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)

[Link] 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 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.

[Link]-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.

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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 writ 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 an
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.

[Link] 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)

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2.6. Job Satisfaction
2.6.1. The Concept of Job Satisfaction
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)

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.

As stated earlier, job satisfaction is a prerequisite for employee performance in any organization.
It is important for both the employee and the employer. For the employee, job satisfaction gives
them a sense of security and fulfillment. In return, it leads to employee commitment, decreased
absenteeism and reduced employee turnover. For the employer, employee job satisfaction
ensures committed staff and stable workforce which reduce cost of recruitment and training. One
of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies
(1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find
the effects of various conditions (most notably illumination) on workers’ productivity. These
studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction. Scientific management (also known as Taylorism)
also had a significant impact on the study of job satisfaction. Frederick Winslow Taylor’s 1911
book, Principles of Scientific Management, argued that there was a single best way to perform
any given work task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern approach of assembly
lines and hourly wages. The initial use of scientific management by industries greatly increased
productivity because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job
satisfaction.

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2.6.2 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 here 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 well being and general job satisfaction.

F. 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

G. Discrepancies

17
 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.

H. 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.

I. 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.

J. 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 well being and general job satisfaction.

The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the quality
of supervision, social relationships with the work group and degree to which individuals succeed
or fail in their work (Armstrong, 2006). According to Hertzberg et al (1957), intrinsic factors
(motivators) are those that are self generated and influence people to behave in a particular way
or move in a particular direction. They include: Responsibility (feeling that work is important
and having control over one’s own resources), autonomy (the freedom to act), scope to use and
develop skills and abilities, interesting and challenging work and opportunities for advancement.
Extrinsic (hygiene factors) on the other hand encompass what is done to people to motivate
them. They include: rewards such as increased pay, praise or promotion and punishments such as
disciplinary action, withholding pay or criticism. The most common determinants of job
satisfaction include; race, age, working conditions, control of work, establishment size, financial

18
rewards, public image of the work place, promotion opportunities, work content and attitudes of
the co-workers (Futrell, 1979). Bowen, Radhakrishna, and Keyser (1994)found significant
relationships between job satisfaction and commitment to cooperative extension, concluding that
one does not exist without the other. To ensure high levels of job satisfaction, administrators
need to know and understand what their employees want from work to develop better in-service
training programs designed to enhance job satisfaction and reduce job dissatisfaction. In his
research, Bavendam (2000) identiCied six factors that influence job satisfaction. The first is
opportunity. Employees are more satisfied when they have challenging opportunities at work.
This includes chances to participate in interesting projects, jobs with a satisfying degree of
challenge and opportunities for increased responsibility. The second factor is stress. When
negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they
interfere with employees’ personal lives or are a continuing source of worry or concern. The
third factor is leadership. Employees are more satisfied when their managers are good leaders.
This includes motivating employees to do a good job, striving for excellence or just taking
action. The fourth factor is work standards. Employees are more satisfied when their entire work
group takes pride in the quality of their work. The fifth factor is fair rewards. Employees are
more satisfied when they feel they are rewarded fairly for the work they do. Consider employee
responsibilities, the effort they have put forth, the work they have done well and the demands of
their jobs. The sixth factor is adequate authority. Employees are more satisfied when they have
adequate freedom and authority to do their jobs. According to Terez (2002) the following key
criteria are the most important in determining job satisfaction: acknowledgment, balance,
challenge, dialogue, direction, equality, fit, flexibility, informality, invention, oneness,
ownership, personal development, purpose, relationship building, relevance, respect, self-
identity, service, support, validation and worth.

2.7. 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

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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 involved 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.

2.7.1. Significant of Participatory Decision Making

Participation in decision making offers various benefits at all levels of the organization. Rice
(1987) explains that putting decision making power as close as possible to the point of delivery
makes that implementation of those decisions not only possible, but also successful. Participation
in decision making leads to harmony in the organization (Ward and Pascarelli, 1994) and
improves staff morale and support (Parshiadis, 1987). By creating a sense of ownership in the
company, participation in decision making instills a sense of pride and motivates employees to
increase productivity in order to achieve their goals. Employees who participate in the decisions
of the company feel like they are a part of a team with a common goal, and find their sense of
self-esteem and creative fulfillment heightened (Helms, 2006).Managers who use a participative
style find that employees are more receptive to change than in situations in which they have no
voice. Changes are implemented more effectively when employees have input and make

20
contributions to decisions. Participation keeps employees informed of upcoming events so they
will be aware of potential changes. The organization can then place itself in a proactive mode
instead of a reactive one, as managers are able to quickly identify areas of concern and turn to
employees for solutions (Helms, 2006). Participation helps employees gain a wider view of the
organization. Through training, development opportunities, and information sharing, employees
can acquire the conceptual skills needed to become effective managers or top executives. It also
increases the commitment of employees to the organization and the decisions they make(Helms,
2006). Creativity and innovation are two important benefits of participative management. By
allowing a diverse group of employees to have input into decisions, the organization benefits
from the synergy that comes from a wider choice of options. When all employees, instead of just
managers or executives, are given the opportunity to participate, the chances are increased that a
valid and unique idea will be suggested (Helms, 2006). In doing so, managers need to determine
the extent to which the advantages and disadvantages apply to the decision situation. Then the
following three guideline 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.

2.7.2. 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.

21
2.7.3. Motivation

Efforts to a chive consensus can result not only more reasoned decisions, but been wider
acceptance and understanding of alternative choice.

2.7.4. 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 they 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

Cole (1997) notes that most managers are not enthusiastic about sharing strategic

Decisions with employee representatives, partly because they do not want to alert their
competitors of important strategic moves (for example, a major investment or significant
takeover) and partly because they often have to face up to some unpleasant decisions about
redundancies and redeployments among existing staff. Participative management is not a magic
cure for all that ails an organization has. Managers should carefully weigh the pros and cons
before implementing this style of management. Pashiardis (1994) in the article, ‘Teacher
Participation in Decision

Making’, notes that for participation in decision making to be successfully implemented, policy
has to be changed to support this approach. He further adds that time, resources, participatory

22
involvement and support will determine the effectiveness of participation in decision making and
recommends training to enable members participate effectively.

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 view points 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 view points. For example,
the group designates 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 congest.

23
  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 displaces 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).

2.9. Empirical Literature review

There are no adequate researches on participative decision making and its impact on job
satisfaction. Various research are done focus on the relationship between participative decision
making (PDM) and with some of the results variables such as performance, productivity, job
satisfaction etc. even though the researcher emphasize the participative decision making with
these variables, indirectly they discuss the impact of participative decision making on job
satisfaction. So it is important to discuss these related empirical study’s to know the justified the
contribution of participative decision making and its impact on job satisfaction.

In this regard the Study conducted by Ladd and Marshal (2004) stated that participation in
decision making is important to employees and, along with job satisfaction and effective
organizational commitment, is valued by them. Employees believe they are better off because of
participation in decision making and the organization also gains through positive impact on
carrying out tasks and performance effectiveness. The finding of this research supports the
positions that participative decision making achieves positive results in organizational
commitment. In addition Mutambara and Tefera (2016) also find that participation of employees
in decision making process and their involvement in organization change plans and goals setting
have positive impact on the employees’ commitment towards the organization. Involving
employee participation leads to higher employee performance and organizational commitment in
general. A research by Azadehdel, Chegini and Delshad (2013) suggest that a participatory
decision making system requires measures which executive managers should consider them.
Reinforce the goals, values and priorities, define responsibilities ,limits and expectations , define
decision making process, training program participation, adjusted for organizational

24
environments ,creating a culture of participation, clarifying structure of participations are
prerequisites that is very important in the success of participatory decision making ,they will
have more likely to hear comments in order to improve the performance of services.

In addition to this the study conducted by Muktar Abdi Aydid, Jijiga, Ethiopia (2017) stated that
more than half of the employees did not take part in the process of decision making within
working area.

Depend on the above literatures the researchers will be fill the gap by identifying what the effect
and challenges taking part in the decision are making. To create an environment which can
produce an organizational culture that is participatory, avoids employee dissatisfaction, promotes
cooperation, commitment to organizational goals.

25
26
 CHAPTER THREE
3. Methodology

3.1. Research Design and Approach

To conduct this study both qualitative and quantitative approaches will be use. The qualitative
approach is used to gather data through narration and the non-numerical data but the quantitative
data are used to gather data numerically. More specifically, survey will be used to get the more
generalized information about the numerical and statistical aspect. This study will be conduct
based on cross sectional research design; data will be obtain at one point in time from sample
which is select from target population to describe some study population at that time.

3.2. Study Area and Population

In order to achieve aim or desired objective the target groups of the study will be Dilla
University. It is situated 359Km South of the capital, Addis Ababa.

3.3. Source and type of data

To collect the research data two data source will be use. These are primary and secondary
sources. The primary data provides firsthand information, more information in depth and
misinterpretation of the answer for the question is easily avoided .And these primary data will be
collect through structured questionnaire and interview. Additional secondary data will be collect
by using document analysis (review) techniques. The questioner method will be use so as to get
adequate information from the respondents and it will be covers a large number of population.
By using interview method detailed and adequate information will be collect. Thus the researcher
will be use it so as to get more and adequate information from managers and subordinates.

3.4. Methods of Data Collection

In the study both primary and secondary data collection methods will be use principally, self
administered questionnaires will be propose tool for the primary data collection. As an additional
source of primary data, interview will be conduct with management of the company. The
questionnaires include open ended questions that may invite them to express their feeling, and
closed ended questions that provide alternatives to choose. The researcher will be also use

27
secondary data from books, newspaper, magazines, and employee’s handouts of the organization
to get accurate data.

3.5. Sampling Techniques and Sample Size

3.5.1 Sampling Techniques
A sample is made up of some of the members of the company. Selecting a sample was a
fundamental element of the study. The researcher will be choose Simple random sampling
technique 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 eliminate at the
outset. And the selection of any unit did not affect the selection of any other.

3.5.2. Total population and sampling size

In order to come across manageable size of population, the researcher will be select employees
of university which are working in student service administration areas. The sample size will be
60out of the total population 564employees. When the researcher will be take 60 employees
from the total population by using the following Kothari, (2004) formula.

Z2 , p . q . N
2 2
n= e ( N−I )+ Z . pq Interpretations:

e= error (10%)

Z=Confidence level (90%) or 1.64 on the table

P=Proportion (0.5)

N=Total population

n=Sample

q= 1-p (0.5)

n= 2.6896 *0.5*0.5*564

(0.01) (564-1) + (2.6896)*0.5*0.5

n=379.2336 =60.17(approximately 60)

6.3024

28
3.5. Data analysis and interpretation method.
Afar collecting all questionnaires from respondents using above method of data collection and
sampling methods, data analysis was performed. In order to arrange the gabs which is made by
respondents while responding the questionnaire, a lot of adjustment is take place through coding,
cat goring and recording the data in a convent way. Analysis of data is departing on information
gathered from different sources. Tables are used for predation of data and interpretation is make
under each table through descriptive method due to qualitative nature of data.

29
30
 4. Work plan and cost budget
4.1. Work plan

[Link] Activities Sep Oct Nov Dec Jan Feb Mar Apr May

1 Problem
Identification

2 Topic Selection

3 Proposal Writing

4 Proposal Summation

5 Proposal Paper
Defense

6 Data Collection And

Process

7 Data Analysis And

Interpretation

8 Final Report Writing

9 Paper Presentation

31
4.2 Cost budget /budget specification/

No. Item Total Quantity Unit Cost/ Total

Number Birr/ Cost

1 Photocopy expense of books, magazines 40 Pages 1 40

and journals

2 Computer paper 1 Ream 150 150

3 Download and printing from internet 30 Pages 1 30

4 Pens 2 Number 10 20

5 Mobile Card / communication/ 4 Number 25 100

6 Flash 1 Number 250 250

7 Pencil 1 Number 5 5

8 Printing draft research and final copy 4 Number 40 160

9 Binding 3 Number 20 60

10 Transportation - - - 40

Sum 855 Birr

3.6. Reference
 Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10thedn)
London, Kogan page

32
 Bavendum, J. (2000). 'Managing Job Satisfaction,' New York. New York ResearchInc.
 Bennet, R. (1997). Organizational Behavior(3rded).
 Black, J. S., and Gregersen, H. B. (1997). Participative decision-making: An integration of
multiple dimensions. Human Relations,
 Cole, G. (1997). Personnel Management: Theory and Practice (4th ed). London:
LettsEducational.
 Gilbrith, J.R., Edward e Lawler III and Associates (1993), “Organization for the Future: The
New Logic for Managing Complex Organizations”,
 Gray/Strick (2000), Operational Manager (Management) Decision Making in Operation
Function, 2nd edition.
 Gray/Strick and Cliffered. (2000), Participatory Decision Making Book Published by
Western College Publishing (searched from Internet)
 Harber, D., Marriott, F., & Idrus, N. (1991). Employee participation in TQC: An integrative
review. International Journal of Quality & Reliability Management,
 Helms, M. M. (2006). "Theory X and Theory,"Encyclopedia of ManagementEducation.
Retrieved November 1, 2008
 Hertzberg, F, Mausner, B. & Snyderman, B. (1957). 'The Motivation of Work,' New York:
Wiley
 Jill Hussey and Roger Hussey (1997), Business Research: A practical guide for
Undergraduate and Postgraduate Students, Macmillan Press Ltd, London.
 Ladd, B.S., and Marshal, V., (2004).participation in decision making: A matter of Context?
The leadership and Organizational Development Journal.
 Moorhead, G. & GrifCin, R. (2004). OrganizationalBehavior: Managing People and
Organizations, (7th ed) Boston, Houghton Mifflin Company
 Muktar Abdi Aydid, (2017).The contribution of participatory decision making and its impact
of job satisfaction
 Pashiardis, P. (1994). "Teacher Participation in Decision Making,"International Journal
ofEducation Management, Vol8, No5, PP14-17
 Plunkett, Arthur (1994), Introduction to Management, 5th edition, Cliformal: Words Worth
Publishing Company.
 Rice, K. (1987). “Empowering Teachers: A Search for Professional Autonomy," Master’s
thesis, Dominican College of San Rafael, ERICDocument Reproduction Service No. ED 282
845,
 Stephen Robbin P. (1998), Organization Behavior 3rd edition.
 Stephen Robbin P. (1999), Organization Behavior 4th edition.
 Terez, T. (2002). 'Better Work Place Solutions,' [Link]

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