Employee Participation in Effective Decision Making
Organizations have gone past traditional hierarchy and control. Employee participatory practices are adopted to ameliorate the democratic society, connected with a highly educated, and technologically adapted workforce.
Participation should be considered as the basic fundamental right for an employee to extend their degree of control over organizational decision making. The reason for adopting participatory practices is threefold. At first, organizations are in need to extend their democratic dispensation that is widespread in larger communities to their workplaces. Secondly, organizations commonly face problems when they contradict strong groups to exercise their rights. Finally, organizations find it more difficult in negotiating with their employees mainly during the period of inflation.
To empower employees owing to these reasons, participation in decision making has been employed over the years. A significant path to individual fulfilment promotes organization goals and strengthens employee's loyalty towards the organization.
Participative Decision Making
The actual employee participation in decision-making is determined by the employee's willingness to participate as per the motivation by the contexts of the organization. The involvement of employees is much needed to understand creativity and change their behaviour following new and improved ways. A high degree of employee participation and autonomy are encouraged by the managers which can increase work commitment, performance, and citizenship behaviour.
High tech organizations are very much careful in negotiating with internal power in the process of making implicit knowledge shared innovative products. The higher the level of employee participation, the higher will be the commitment and productivity, the lower the employee turnover, and quality decisions.
Sense of Ownership
The individual feeling towards the things that are substantial or non-substantial is defined as psychological ownership. It's a sense of belonging, an independent existence and a thought it is mine or ours. This drives employees to have a positive attitude towards the entity.
Employees who believe themselves that they have the ownership of the organization consider themselves as an important organizational member and then start working towards the goals and standards set by the organization. These can satisfy employee's humanistic needs, gives them a basic fundamental right to extend the control, and psychologically experience ownership. It includes personnel growth and extends their benefits of political democracy to their job.
This psychological ownership satisfies both genetic and social motives which eventually shapes self-awareness, consciousness, and perception.
Commitment towards the Organisation
The attitude in which the employees identify organizational goals and invest themselves in the organisation for the sake of staying in that organisation is called organizational commitment. They can be classified into affective, nominative, and continuance commitment.
Based on the sense of belongings and positive appeal, an affective commitment is bonded between the employee with the organization. This attachment increases their involvement and employee's desire to remain in the organization.
Sharing of Knowledge
It refers to the dispersal of information or knowledge and come together with other colleagues to solve a problem and can be done orally and through media or by forwarding information from others. Knowledge sharing behaviour is important and it contributes much to innovation.
This desire of an individual to share the information with other members of the organisation should be done in the presence of motive, and not without the existence of sacrifice.
Employee Participative Decision Making and Ownership
The employee should be given the control to make them feel they have psychological ownership. This would lead employees to participate in managerial decision making, and invest themselves in the organisation.
It promotes a positive attitude towards the organisation as the keen target to identify self-meaning and existence. Participation in decision making is directly proportional and contributes to psychological ownership.
Sense of Ownership and Commitment towards the organisation
Organisational identity and psychological ownership are correlated in a higher way. If the employees feel that they have the ownership of the organisation and it is relatively strong, those employees will have an effective attachment towards the commitment of the organisation.
The privilege of possessions is the lawful ownership that is ensured and those rights have legal protection.
Contribution and Commitment of Employees towards Innovation
Tacit knowledge, being the primary source of competitive advantage is difficult to imitate. Critical knowledge behaviour provides mutual benefit for both the employee and the employer by increasing efficiency.
Employees having the psychological behaviour sense may display autistic spirit which is one of the important knowledge sharing behaviour. An employee with organisational commitment and high job satisfaction has a selfless spirit and contribute to the knowledge sharing for innovation.
Conclusion
Employees are motivated through participation as they feel more accepted and involved. Their job satisfaction, self-esteem, cooperation and positive correlation towards the management will be improved significantly.
Better communication enhanced as people voluntarily discusses their work problems. Turnovers and absentees are significantly reduced as employees are more committed to their work, and consider that they are having a better place of work. These reduce conflicts and stress, shows more commitment towards the organisational goals, and acceptance of the change.
Why Navasthala?
We at Navasthala support the whole lives of our employees by stepping away from a one-size-fits-all model of benefits and look for diverse ways to support the unique needs of our people. Proper mentorship provide venue for people with similar experiences or background to bond, share ideas, and help each other with challenges. We encourage our employees to live their lives outside of work and support their needs to increase engagement, loyalty, reduce turnover, bolster productivity, and simply make them a better place to work.
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