DECISION-MAKING APPROACHES AND EMPLOYEES’ PERFORMANCE: A STUDY OF SELECTED PRIVATE SECTOR ORGANIZATIONS IN CROSS RIVER STATE, NIGERIA.

Based on the analyses, hypothesis one revealed that there is a significant relationship between participative decision making and employees’ commitment. The finding conforms with the works of Kim (2002), who posits that workers’ participation had been proven as a management solution of increasing worker’s satisfaction. Participation is known as involvement, it is an opportunity for employees to achieve their goals, to seek ideas among the employees and to assign responsibilities to employees. This in turn increases the commitment of the employees as well as their motivation. Higgins (1982) supported the idea that participation is a mental and emotional reflection that will lead to the fulfilment of individual and organizational goals. Hypothesis two revealed that there is a significant relationship between strategic decision making and employees’ creativity. The finding conforms with the works of Stroebe (1994), Forsyth (1999), Diehl (1994) who posit that decision-making may be relatively in nature, or formally designated and charged with a specific goal. The nature and composition of strategic, their size, demographic make-up, structure, and purpose, all affect their functioning to some degree. Decision making ideally takes advantage of the diverse strengths and expertise of its members. T Hypothesis three revealed that there is a significant relationship between autocratic decision making and productivity of workers. The finding conforms with the works of Edward (2007), Noah (2008) who posited that autocratic decision making is a process wherein the leader would maintain his total control and his ownership over the decision he makes. In autocratic decision making, decisions are made at the top. And it may be counterproductive to involve a lot of people in making the call. Typically, in an environment where decisions are made, work activities and roles are very tightly structured; they are monitored and well controlled. Conclusively, decision making is shared at all levels of management as it is observed that decision making in organizations is focused on defining questions or issues rather than on finding solutions. Thus, all levels of the organization are involved in this process. Also, organizational performance lopsided reviews prevent companies from identifying areas of opportunity for improvement and insights regarding current employees’ capabilities and skills. Our findings emphasize that, for organizations to succeed in achieving their long-term goals, management of organizations should allow employees to participate in decision making to increase the commitment of the employees which will lead to the fulfilment of individual and organizational goals. Also, management should use strategic decision making, to gain effective planning, for the future outcome of the overall vision of the company while taking into consideration the prevailing exigency at that time before adopting any decision-making approach to improve employees’ performance.