This document examines the relationship between employee voice and organizational performance at Electricity Company of Ghana. It finds a strong positive relationship between the two variables. Statistical analysis shows employee participation accounts for 95.2% of the company's performance, while other factors make up the remaining 4.8%. Interviews found 98.5% of employees feel participation motivates them to work harder. The study concludes organizations should encourage employee participation in decision-making to improve performance.
This research measures relationship among employee participation and organizational commitment in targeted organizations. Organizational Commitment is measured through open interval model results, rational model results and human relations model results. Data collected from Textiles, Pharmaceutical and Telecom companies operating in Mumbai by using questionnaire with sample size of 219. Correlation and regression analysis is used to establish relationship amongst the variables and to prove the hypotheses. Results confirmed that Organizational Commitment increases when there is active participation of employee in organizations.
Organizations which delegate the authority to employees perform well as compared to those who don’t. Organizations who allow their employees to work in teams proved/shows more performance level than those who have non-team based/individualistic structure. This study has identified two kinds of direct participation which is associated with organisational commitment. It therefore has clear significance for proving a positive relationship between Employee participation and organisational commitment. The outcome of this research supports the argument for more participation of employees in decision making and work autonomy. No negative effect of Employee participation was found to exist in either prior research or this study.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
Over a time, manufacturing Industry in India is essentially an outstanding amongst the most well-known enterprises in Indian market. Manufacturing is the producing of goods and a service using labor and other machinery tools this helps to understand the organization performance directly or indirectly has an impact on internal mobility of an employee. Internal mobility mainly tells that relying upon worker's expertise skill and prerequisites with the toss of the employment with organizational commitment and the change in job structure, job design occurs with or without raise in the salary. Organization performance which has many factors which influence the performance but internal mobility is also a supporting factor which has an impact in achieving the vision of the company. This gives an understanding that apart from providing all the necessary facility and good working culture, healthy promotion and transfer employee exit rates are increasing. Thus, internal mobility is most preferable objective to success which implies observable career accomplishments such as promotion, transfer & hierarchical level held and salary. In future to achieve internal mobility, company should adapt the principle of succession management at all ranks, provide transparent discussion of skill and the potential, as well as organizational needs. The reason for this would the favoritism and lack of recognition which is making an employee dissatisfaction towards their organization by this I conclude that the unfair or unethical practices in organization with respect to the internal mobility in the future periods make employee unhappy this is one of the reason to leave an organization which creates a huge impact in the organization performance
An environment is a place of needs that cannot be separated from human life. Sub-District
Organizations as government agencies that provide services to the community are required to improve
performance that leads to environmental preservation in the workplace. So that the behavior of employees who
care about the environment (green), their involvement in creating a green environment (green work
engagement), and performance as an impact of green behavior is very interesting to study more deeply in
quantitative research
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
This research measures relationship among employee participation and organizational commitment in targeted organizations. Organizational Commitment is measured through open interval model results, rational model results and human relations model results. Data collected from Textiles, Pharmaceutical and Telecom companies operating in Mumbai by using questionnaire with sample size of 219. Correlation and regression analysis is used to establish relationship amongst the variables and to prove the hypotheses. Results confirmed that Organizational Commitment increases when there is active participation of employee in organizations.
Organizations which delegate the authority to employees perform well as compared to those who don’t. Organizations who allow their employees to work in teams proved/shows more performance level than those who have non-team based/individualistic structure. This study has identified two kinds of direct participation which is associated with organisational commitment. It therefore has clear significance for proving a positive relationship between Employee participation and organisational commitment. The outcome of this research supports the argument for more participation of employees in decision making and work autonomy. No negative effect of Employee participation was found to exist in either prior research or this study.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
Over a time, manufacturing Industry in India is essentially an outstanding amongst the most well-known enterprises in Indian market. Manufacturing is the producing of goods and a service using labor and other machinery tools this helps to understand the organization performance directly or indirectly has an impact on internal mobility of an employee. Internal mobility mainly tells that relying upon worker's expertise skill and prerequisites with the toss of the employment with organizational commitment and the change in job structure, job design occurs with or without raise in the salary. Organization performance which has many factors which influence the performance but internal mobility is also a supporting factor which has an impact in achieving the vision of the company. This gives an understanding that apart from providing all the necessary facility and good working culture, healthy promotion and transfer employee exit rates are increasing. Thus, internal mobility is most preferable objective to success which implies observable career accomplishments such as promotion, transfer & hierarchical level held and salary. In future to achieve internal mobility, company should adapt the principle of succession management at all ranks, provide transparent discussion of skill and the potential, as well as organizational needs. The reason for this would the favoritism and lack of recognition which is making an employee dissatisfaction towards their organization by this I conclude that the unfair or unethical practices in organization with respect to the internal mobility in the future periods make employee unhappy this is one of the reason to leave an organization which creates a huge impact in the organization performance
An environment is a place of needs that cannot be separated from human life. Sub-District
Organizations as government agencies that provide services to the community are required to improve
performance that leads to environmental preservation in the workplace. So that the behavior of employees who
care about the environment (green), their involvement in creating a green environment (green work
engagement), and performance as an impact of green behavior is very interesting to study more deeply in
quantitative research
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
The article discusses the importance of employee engagement for organizational
and business performance through the prism of ergonomics. The issues that are
discussed in this paper comprise the modest contribution that ergonomics as a
discipline has made. The relevance of workplace health and ergonomics work relate
with that of participation, safety culture and further implications for participatory
ergonomics approaches. Based on recently published conceptual framework that
recognises the dynamic and multi-dimensional nature of safety culture, the paper
highlights the due significance demanded by ergonomics and that which is equally
ignored by top management. The paper concludes by considering the much needed
empirical survey on this issue in almost all industries and prompt action being taken
to implement it. Also, the paper gives a glimpse of various approaches for an
empirical study, within an organisation which is noted as important to the success of
ergonomics projects
Effectiveness of Workplace Counseling on Employee Performance. A Case of Mumi...inventionjournals
People are the most important assets in any organization. However these people encounter problems in their lives and at the workplace which greatly affect their well being. This is a fact of life that cannot be underestimated. It is imperative that managers understand that employees have a great attachment to their work and when faced with personal or work-related problems,their performance and productivity at the workplace deteriorates. The main objective of this study was to establish the effectiveness of workplace counseling in improving employee performance in Mumias sugar company. Specifically the study sought to: determine the extent to which workplace counseling improves employee performance; and determine the appropriateness of workplace counseling programmes. The research adopted the descriptive research design.The data was collected through researcher administered questionnaires and interview schedules. It was established that workplace counseling significantly assisted to improve the performance of employees affected by problems at work and at home. Workplace counseling programmes were appropriate as more than two thirds of the employees were aware of the existence of the programmes at the company. It was recommended that organizations should establish policies on counseling at the workplace that clearly state the implementation plan, the role of management and the professional profiles of consellors.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Lean production in Italian and US auto plants.
Several studies have acknowledged that lean production is implemented in diverse ways across workplaces, thereby generating different outcomes for workers. However, explanations for this variability needs further development. The present article addresses this issue by considering the role played by workplace unions' framing of lean production. It finds that unions' framing is derived from their identities in interaction with available resources in institutional and organisational terms. A case study comparison of the automotive parts industry in Italy and the United States was conducted.
Investigating the influence of service training reward system and empowerment...csandit
The current study focuses on the investigation of the relationship between variables training,
reward, empowerment and job satisfaction of the employees and the influence of job satisfaction
on the organizational commitment. In so doing, the relationship between super pattern variables
was considered on the basis of some theoretical principles. This is a correlative study in which
the path analysis model is used, because it is possible to investigate direct and indirect paths
through such model. Population included all employees of Ilam’s telecommunications company
among whom 190 ones were selected as the sample by use of randomized sampling model. Data
was gathered using five standard questionnaires. The reliability and admissibility of the
questionnaires was evaluated by use of Coronbach’s and explorative factor analysis. In order
to test the available pattern, the path analysis technique was used. Results show that there is a
meaningful relationship between the above mentioned variables.
Research Proposal - CSR - The Voice of the StakeholderAmany Hamza
In light of the recent financial crisis, the practices of CSR have come to the fore in media reports and academic debates. In this context, the goal of this research is, first, to examine the impact of the financial crisis on the implications of CSR activities in relation to stakeholders’ expectations in the financial services industry and, second, to help banking managers to understand what should be done for the benefit of their stakeholders and their own business sustainability.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
The article discusses the importance of employee engagement for organizational
and business performance through the prism of ergonomics. The issues that are
discussed in this paper comprise the modest contribution that ergonomics as a
discipline has made. The relevance of workplace health and ergonomics work relate
with that of participation, safety culture and further implications for participatory
ergonomics approaches. Based on recently published conceptual framework that
recognises the dynamic and multi-dimensional nature of safety culture, the paper
highlights the due significance demanded by ergonomics and that which is equally
ignored by top management. The paper concludes by considering the much needed
empirical survey on this issue in almost all industries and prompt action being taken
to implement it. Also, the paper gives a glimpse of various approaches for an
empirical study, within an organisation which is noted as important to the success of
ergonomics projects
Effectiveness of Workplace Counseling on Employee Performance. A Case of Mumi...inventionjournals
People are the most important assets in any organization. However these people encounter problems in their lives and at the workplace which greatly affect their well being. This is a fact of life that cannot be underestimated. It is imperative that managers understand that employees have a great attachment to their work and when faced with personal or work-related problems,their performance and productivity at the workplace deteriorates. The main objective of this study was to establish the effectiveness of workplace counseling in improving employee performance in Mumias sugar company. Specifically the study sought to: determine the extent to which workplace counseling improves employee performance; and determine the appropriateness of workplace counseling programmes. The research adopted the descriptive research design.The data was collected through researcher administered questionnaires and interview schedules. It was established that workplace counseling significantly assisted to improve the performance of employees affected by problems at work and at home. Workplace counseling programmes were appropriate as more than two thirds of the employees were aware of the existence of the programmes at the company. It was recommended that organizations should establish policies on counseling at the workplace that clearly state the implementation plan, the role of management and the professional profiles of consellors.
Most public hospitals have been facing the shortage and migration of doctors in the health market in
the context of global integration and the development of the private economic sector in Vietnam. The public
hospital system focuses on developing high-quality and stable human resources. Human resources development
that must be linked to organizational performance is a challenge for policy makers and hospital managers. This
study uses 246 doctor survey data and applies a Linear Structural Model in the analysis
Lean production in Italian and US auto plants.
Several studies have acknowledged that lean production is implemented in diverse ways across workplaces, thereby generating different outcomes for workers. However, explanations for this variability needs further development. The present article addresses this issue by considering the role played by workplace unions' framing of lean production. It finds that unions' framing is derived from their identities in interaction with available resources in institutional and organisational terms. A case study comparison of the automotive parts industry in Italy and the United States was conducted.
Investigating the influence of service training reward system and empowerment...csandit
The current study focuses on the investigation of the relationship between variables training,
reward, empowerment and job satisfaction of the employees and the influence of job satisfaction
on the organizational commitment. In so doing, the relationship between super pattern variables
was considered on the basis of some theoretical principles. This is a correlative study in which
the path analysis model is used, because it is possible to investigate direct and indirect paths
through such model. Population included all employees of Ilam’s telecommunications company
among whom 190 ones were selected as the sample by use of randomized sampling model. Data
was gathered using five standard questionnaires. The reliability and admissibility of the
questionnaires was evaluated by use of Coronbach’s and explorative factor analysis. In order
to test the available pattern, the path analysis technique was used. Results show that there is a
meaningful relationship between the above mentioned variables.
Research Proposal - CSR - The Voice of the StakeholderAmany Hamza
In light of the recent financial crisis, the practices of CSR have come to the fore in media reports and academic debates. In this context, the goal of this research is, first, to examine the impact of the financial crisis on the implications of CSR activities in relation to stakeholders’ expectations in the financial services industry and, second, to help banking managers to understand what should be done for the benefit of their stakeholders and their own business sustainability.
Business in Africa Pays: The Changing Real Estate Landscape in Ghana - Silk ...BusinessInAfricaPays.com
Elvina Quaison, Director of Silk Solutions, spoke in this presentation to Business in Africa Pays about real estate opportunities in Ghana.
In it she discusses how to find opportunities and what the foreign investor needs to do in order to make the most of them.
Elvina mentions that the yield in Ghanaian property can be as much as 11%. Have you got the time and commitment to capitalise?
Elvina will be reachable at our next networking drinks, Business in Africa Pays: Ghana. To listen to her presentation and to buy your ticket for the event in London on the 26th of June, book your tickets here...
http://www.eventbrite.co.uk/e/business-in-africa-pays-ghana-networking-event-and-live-qa-tickets-8207680393?aff=eorg
To learn more about Business in Africa Pays please click here...
http://www.businessinafricapays.com
As the markets for real estate usually remain stable in many areas of in the world, opportunities continue to exist for the development of real estate projects. This lecture is designed to analyze the real estate development process primarily from the perspective of the developer. The lecture concentrates on the development of a real estate project from its conceptual ideas until the operational start-up, and from the initiation of the concept designs until the project is defined.
The lecture examines most of the phases of the development process, from idea inception through studying the various available options for the use of the lands and estimating the projects' costs and income to determine the best and optimum commercial use of the lands. This includes an overview about the development of the project's financial feasibility of real estate development, which involves the identification and evaluation of critical assumptions related to the creation, construction, and operation of economically viable commercial real estate projects.
The lecture is introductory in scope and assumes attendants have little or no experience with the development process.
An understanding of the real estate development process benefits not only potential developers, but investors, lenders, builders, public sector participants, and end-users of the products as well.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
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11.[1 6]the relationship between employee voice and organizational performance at electricity company of ghana
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol 4, No.6, 2012
The Relationship between Employee Voice and Organizational
Performance at Electricity Company of Ghana
Gabriel Dwomoh
Institute of Entrepreneurship and Enterprise Development, Kumasi Polytechnic, Kumasi Ghana
Email:gabdwumo@yahoo.com
Abstract
The old adage two heads are better than one suggests that organizations benefit from enriched decision
making through employee participation more than imposing those decisions on the employees. The
research examined how employee voice contributes to the performance of companies using Electricity
Company of Ghana as a case study. A scatter diagram drawn showed that there is a relationship between
employee voice and organizational performance. The use of Pearson correlation to test the strength of the
relationship proved that there is a strong relationship between the two set of variables. The analysis
showed that employees participation contribute about 95.2% of the total performance of Electricity
Company of Ghana whilst 4.98% may be attributed to other factors such as high wages and salaries or
customer service. Interviews conducted with the employees (98.5%) also indicated employees’
participation play a strong role in motivating employees of the company to work hard to improve the
overall performance of the company. It concluded by strongly recommending employees’ participation in
decision making if organization want to improve upon their performance.
Keywords: Employees voice, performance, Electricity Company of Ghana, motivation
1. Introduction
Employee voice is an area of significant research interest to academics and an issue of great importance to
many Human Resource Practitioners. It is a topic that has brought about a lot of controversies in
organizations where their performances are not encouraging. Many researchers believe that one of the
main contributing factors leading to low productivity in a number of organizations is where management
ignores the voice or suggestions made by employees. In the last quarter century, there has been a dramatic
shift in the forms of employee voice used in private or public workplaces worldwide with non-union voice
growing at the expense of union voice. This means that even without the government or private employers
encouraging employees airing their views, informally, employees through anonymous letters present their
views to management. From the words of Boxall and Purcell (2003), employee voice is the term
increasingly used to cover a whole variety of processes and structures which enable and sometimes
empower employees, directly and indirectly contribute to decision making in the firm. This definition
actually supports the views of Millward et al (2000) who sees employee voice as the ability of employees
to influence the actions of the employer. Employee participation is crucial in improving organizational
performance since many motivational writers see it as a form of intrinsic motivation to enhance employees’
performance (Salamon 2000). Employees’ voice improves communication and encourages staff retention
through fair treatment. Despite the numerous benefits of employee voice and why it should be encouraged,
this is not the case in many organizations in the public or private sector. It has been noted that productivity
in many organizations has gone down considerably because employees are not allowed to air their views on
issues concerning the organization. This has greatly affected the performance and productivity of such
organizations. Employees are at risk of losing their jobs when they air their views at the workplace so they
will rather be silent to the detriment of their companies. Employees may as a result, withhold information
that might be useful to the organization which can lead to dissatisfaction among employees which
manifests itself in absenteeism and turnover and perhaps other undesired behaviors. This scenario has led
the researcher to consider research questions such as; what is the impact of employee voice on
organizational performance?, is management aware of the importance of employee voice; and what are the
challenges management face in promoting employees participation in organizations. In attempting to
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provide answers to the research questions, the researcher adopted a simple methodology to gather and
analyze data and provided conclusion on the relationship between employee voice and organizational
performance. In doing this, the researcher selected Electricity Company of Ghana which is one of the
companies owned by the government and investors. The choice of the company is based on the fact that
since it is a public private partnership, it has the elements of both the public and private sector. Again it is
one of the companies in Ghana that has come under serious attack in terms of its quality services despite
that it has employees who are unionized coming under the umbrella of the Public Utility Workers Union
which is one of the 17 National Unions we have in Ghana. The target population for the study was 15
districts of the company but sample was used to select 10 members from each of the 15 districts that were
targeted using convenience sampling. The 2010 annual report of the company was collected and
information on the number of employees who attended the company’s durbar from 2007 to 2010 together
with the performance of the organization in relation to revenue generated was retrieved. The use of
Pearson correlation together with co-efficient of determination was what the researcher used to test the
strength of relationship between employees voice and performance of companies in Ghana which
Electricity Company of Ghana was selected. Interviews were also conducted with the employees and
management of the company. In completing, the study looks at literature review to examine some of the
current comments about employees’ voice and its impact at the work place.
2. Literature Review
The literature review of the paper focuses on forms of employee voice, why would management want to
share its decision making power with employees, unionized employee voice, non unionized employee voice
and impact of unions on organizational performance. Marchington et al (1958) identified two main forms
of employee voice and these according to them are representative participation and upward problem
solving. They identified joint consultative committees as the most common form of representative
management where management and employees representatives usually but not always meet on a regular
basis to discuss issues of mutual concern. The birth of phrase ‘joint consultative committee’ was
questioned in 1960s concerning its sustainability as many researchers predicted that workers would prefer
to have issues pursued through strong shop stewards (Clegg 1985). Despite the doubt about its
sustainability, joint consultative committees went through resurgence in the 1970s before declining to being
present in only 30 per cent of workplaces by the end of 1980s (Millward et al, 2000). This was partially
attributed to the fall in the number of larger workplaces, where they were more likely to be found.
Armstrong (2007) identified various forms of upward problem solving and these include attitude surveys,
suggestions schemes as well as project teams. Though employee voice tend to have its obstacles
concerning its tolerance at the workplace but despite this many organizations still welcome it. Robbins
(2001) see employee voice as a form of intrinsic motivation that helps employees to put up their best.
According to him, participating in decision making and having a say in issues that affect employees help
them to put up their best. To Freeman and Medoff (1984), they argued that employee voice plays a vital
role in minimizing turnover rate as they provide employees with the voice mechanisms through which they
can rectify the work related problems and can negotiate higher compensation packages. Their arguments
are supported by Batt et al (2002) who believe that employees in union set ups are expected to have higher
compensation than they could earn in similar jobs in non-unionized set up and secondly unions strengthen
employees by providing them with a voice in determining policies that reduce pay inequality, grievance
and arbitration procedures for appealing managerial decisions. According to Peltinger (1999), the
importance of employee voice to organizations lie on the fact, it enhances organization performance
leading to increase in productivity. Cascio (1992) adding his views to employees voice commented that
organizations may share their decision making power with employees since nobody knows best. The
comment by Cascio (1992) emphasized the point that employee contributions are very vital for productivity
enhancement in organizations. Employee voice is common in unionized organizations than that of non
unionized organizations. In Ghana, there are 17 National Unions that come under the umbrella of the Trade
Union Congress. These National Unions ensure that employees are represented fairly in all areas in the
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Vol 4, No.6, 2012
organization. All the Public Utility organizations in Ghana have unions that champion the welfare of
employees. If employees are represented and their demands are championed by unions, then as pointed out
by Alkapo (1992), it is expected that organizations where these unions are found must be able to perform
well. If opposite is the case, then one is tempted to ask a question that should employee voice be
encouraged in those organizations where they are found? In Ghana, the scarcity of jobs has given the
power to employers not to welcome employee voice in many organizations. This makes employers to
make a simple statement, ‘listen to what I say or leave my organization’. Despite this threat given by
employers in these organizations, Freeman (2006) comparing the performance of unionized and non
unionized organizations concluded that non unionized organizations perform far well as compared to that
of unionized.
3. Presentation of findings
Findings concentrate on how employees’ voice contributes to organizational performance in terms of
revenue generated. In doing this, the researcher got his findings from using statistical analysis of Pearson
Correlation and Co-efficient of Determination to test the relationship between employee voice and
performance of Electricity Company of Ghana in terms of revenue generated. Interviews were also
conducted with the employees sampled to solicit their views if their participation in decision making serves
as intrinsic motivation to them. Since the main means by which employees in the company channel their
grievances and also have a say in decision making is through durbars organized by the company, the
researcher collected data on the number of employees who attended the durbar of the organization to air out
their views and this was tested against the performance of the company in terms of revenue generated.
Table 1 represents the various years and the durbars organized by the organization and the number of
employees who attended the durbar together with the performance of the organization in terms of revenue
generated.
Figure 1 which is a scatter diagram also shows if there is any relationship between employee voice and
performance of the company in terms of revenue generated. The relationship tends to suggest that in times
of high employee voice into decision making, organizational performance increases. The diagram then,
seems to suggest that there is some degree of correlation between employee inputs and its impact on
performance.
It is believed that as more employees contribute to decision making, organizational performance increases.
A regression is expected to exist between employee voice and organization performance with respect to the
four year period (2007 – 2010). The strength of the relationship could be established using the method of
Pearson’s correlation coefficient.
4. Discussion of findings
The calculated correlation coefficient figure of r = 0.9748 which is presented in table 2 shows a very strong
relationship between employee voice and performance of the company in terms of revenue generated.
While the correlation coefficient is used as a measure of the degree or extent of association between two
sets of data which is employee voice and performance of Electricity Company of Ghana in terms of
revenue generated, probably a more common statistic is the coefficient of determination. This statistic,
measured r2, gives the proportion of the total variable in the dependent variable (revenue generated), that is
explained or accounted for by the variation in the independent variable (employee voice).
Given that r = 0.9748, then r2 is 0.9502. This would be interpreted as; 95.02% of the variation in
performance of the company is being explained by the association with employee inputs while the
remaining 4.98% is explained by other factors. Interviews conducted with the employees about how their
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Vol 4, No.6, 2012
participation in decision making motivates them to work hard gave different answers as 1.5% of the
respondents were of the view that employee voice has no bearing with their motivation to work hard as
against 98.5% who gave an opposite answer as employee voice contributing tremendously to working hard
in the organization. The above analysis (98.5%) confirms that employees are considered as the greatest
asset in any organization and the way they are allowed to participate in decisions play important role in
determining the overall performance of the organization. As pointed out by Noe et.al (2004), it is not
possible for management to know everything or always determine the best way by which work can be
done. Employees are those that have contact with customers and always listen to their complains. This
means that if there is any party to suggest how performance in organizations can be improved, then
employees are in best position to give such suggestions rather than management. To management of the
company, the instituting of durbars proves the company willingness and importance they attached to
employee participation in decision making. Though its main problem is that it delays decision making
since sometimes the two parties (employees and management) may have different opinion towards a
particular issue but the inputs of the two parties help the company to take decisions that benefits the
company a lot.
5. Conclusion
The intangible assets of any organization taking aside its corporate image are the skills, knowledge and
abilities posses by the employees. If employees are not allowed to participate in decision making, it
becomes very difficult for them to showcase these skills, knowledge and abilities. The study into
employees’ voice and organizational performance taking Electricity Company of Ghana as the case study
suggests that employees’ voice has a very strong relationship with the performance of the company. It
therefore suggests that organizations need to encourage employees’ participation in all aspects of decision
making if they expect them to perform at their peak for organizational performance to be improved.
REFERENCE
Armstrong, M (2007. Human Resource Management Practice, (10th ed.), London, Kogan Page (Chapter
10)
Batt et al. (2002). Empowering Employees, New York, McGraw Hill Professional (Chapter 4)
Boxall, P & Purcell, J ((2003). Strategy and Human Resource Management (2nd ed.), Ohio, South Western
College Publishing (Chapter 7)
Cascio, Wayne F (1992). Managing Human Resource: Productivity, Quality of work life, (3rd ed.), New
York, Palgrove Macmillian (Chapter 2 & 4)
Clegg, G (1985., The System of Industrial Relations, Oxford, Kogan Publishing (Chapter 2)
Freeman, R.B & Medoff, J L (1984). Individual Mobility and Woman Voice in the Labour Market, The
American Economic Review, 66, 361-368
Marchington, M, et al. (1958). Human Resource Management, Queensland, John Wiley and Sons (Chapter
5)
Millward et al. (2000). All Change at Work? London, Pitman Publishing (Chapter 8)
Noe et al. (2004). Fundamentals of Human Resource Management, New York, McGraw Hill (Chapter 3)
Peltinger, R (1999). Effective Employee Relations: A Guide to policy and practices in the workplace,
London, Kogan Page (Chapter 12)
Robbins, Stephens,P (2001). Human Resource Management, New York, John Wiley and Sons (Chapter 17)
Salamon, M (2000). Industrial Relations: Theory and Practice, (4th ed.), Harlow, Prentice Hall (Chapter 7)
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5. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol 4, No.6, 2012
Table 1: Number of employees who attended durbar and revenue figures from 2007 to 2010.
Year No. of employees who attended Revenue (GHȻ Million)
durbar
2007 419 143.5
2008 434 175.7
2009 449 231.0
2010 457 285.8
ECG Annual Report 2010
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Vol 4, No.6, 2012
Figure1: Relationship between employee voice and organizational performance in terms of revenue
Revenue
Employee voice/Revenue
350
300
250
200
150 Revenue
100
50
0
410 420 430 440 450 460
Table 2: Statistical analysis showing the relationship between employee voice and organizational
performance from 2007 to 2010
Year No. of Revenue
employees (GHȻ Million)
who attended
durbar
(y) (x2) (xy) (y2)
(x)
2007 419 143.5 175 561 60 126.50 20 592.25
2008 434 175.7 188 356 76 253.80 30 870.49
2009 449 231.0 201 601 103 719.00 53 361.00
2010 457 285.8 208 849 130 610.60 81 681.64
∑x = 1759 ∑y = 836 ∑x2 = 774 367 ∑xy = 370 709.9 ∑y2 = 186 505.38
r= nΣxy – ΣxΣy
{[nΣx2 – (Σx) 2] [nΣy2 – (Σy) 2]} ½
(4 x 370 709.9) – (1759 x 836)
r=
{[4x774 367 - (1759)2] [4x186 505.38- (836)2]½
r = 0.9748
r2 = 95.02%
6
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