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.

基于本次分析，假设1（hypothesis one）显示，参与式决策（participative decision making）与员工承诺之间存在显著相关关系。该研究结果与Kim（2002）的研究成果一致，Kim提出，员工参与已被证实为提升员工满意度的管理手段。参与式决策亦可称为员工卷入，其为员工实现自身目标、汲取员工创意并向员工赋予职责提供了契机，进而可同时提升员工的承诺度与工作动机。Higgins（1982）进一步佐证了这一观点：参与式决策是一种心理与情感层面的投入，可推动个体与组织目标的达成。

假设2（hypothesis two）显示，战略决策（strategic decision making）与员工创造力之间存在显著相关关系。该研究结果与Stroebe（1994）、Forsyth（1999）及Diehl（1994）的研究成果相符，上述学者提出，决策活动本质上可相对非正式，亦可被正式赋予特定目标与权责。战略决策的本质、构成、规模、人口结构、组织架构与目标定位，均会在一定程度上影响其运行效能。理想状态下，决策活动应充分利用成员的多元优势与专业技能。

假设3（hypothesis three）显示，专断式决策（autocratic decision making）与员工生产率之间存在显著相关关系。该研究结果与Edward（2007）及Noah（2008）的研究成果一致，上述学者提出，专断式决策是指领导者完全掌控自身所做出的决策并拥有绝对决策权的过程。在专断式决策模式下，决策由高层制定，若引入过多人员参与决策，则可能产生适得其反的效果。通常而言，在采用专断式决策的工作场景中，工作活动与角色划分均具有极强的结构性，且会受到严格的监控与管控。

综上，决策活动已在各管理层级实现共享，因为研究观察到，组织中的决策工作往往聚焦于明确问题与议题，而非直接寻找解决方案，因此组织的所有层级均会参与这一过程。此外，片面的组织绩效评估会阻碍企业识别可优化的机遇领域，且无法获取有关现有员工能力与技能的深度洞察。

本研究结果强调，若组织想要成功达成长期目标，管理层应允许员工参与决策活动，以提升员工承诺度，进而推动个体与组织目标的实现。同时，管理层应运用战略决策开展高效规划，以实现公司整体愿景的未来成果；在采用任何决策模式以提升员工绩效前，均应充分考量当时的紧迫形势。