EMPLOYEE PARTICIPATION IN MANAGEMENT DECISION MAKING AND ITS IMPACT ON PRODUCTIVITY (A STUDY OF NIGERIA BOTTLING COMPANY, IBADAN)

Abstract This study examines Employee Participation in Management Decision Making and its Impact on Productivity, using the Nigeria Bottling Company (NBC), Ibadan, as a case study. The primary objective was to determine the extent to which involving subordinates in the decision-making process influences their performance and the overall output of the organization. In many industrial settings, a gap often exists between management policies and employee execution, leading to friction and declining efficiency. The research adopted a descriptive survey research design. Data were primary and secondary, collected through structured questionnaires administered to a sampled population of both management and staff at the NBC Ibadan plant. Statistical tools, including Pearson Correlation Analysis and Chi-Square tests, were employed to test the research hypotheses. Findings from the study reveal a significant positive correlation between inclusive management styles and high productivity levels. Employees who felt their input was valued demonstrated higher levels of job satisfaction, reduced absenteeism, and a stronger commitment to achieving organizational targets. Conversely, the study identified that a lack of participation often leads to low morale and resistance to change. The study concludes that employee participation is not just a human relations tool but a strategic necessity for organizational growth. It is recommended that the management of Nigeria Bottling Company should institutionalize regular consultative forums and suggestion schemes to further bridge the communication gap, thereby fostering a sense of ownership and driving sustainable industrial productivity. Keywords: Employee Participation, Decision Making, Productivity, Organizational Performance, Nigeria Bottling Company.