| dc.description.abstract | The rapidly growing awareness that in one way or another
the concept of workers' participation has to be operated
in virtually all organisations make it one of the most
important concepts in human relations. Governmental
agencies, businesses, educational institutions - among others
in many countries have employed workers' participation
in decision-making to improve not only productivity, but
a host of other relations relating to human and technological
phenomena.
The purpose of this study was three fold. First,
it was intended to place workers' participation into its
perspective and arrive at a workable definition. Second, the
study was to examine the development and operation of the
concept with special reference to Yugoslavia and the United
Kingdom. Lastly, the operation of the concept was to be examined
in a company operating in a developing country - namely Kenya.
Two major and two corollary hypotheses were investigated.
Major hypotheses were: Workers' participation in management
may not be a workable concept in a less developed
country; and, only collective bargaining functions as
workers' participation in Kenya. The first corollary
hypothesis was that given the high rate of unemployment in
Kenya and the prevailing low educational standards, workers are
not likely to assert themselves further than fighting for the
basic terms and conditions of service. The second corollary
hypothesis was that with the historical hierarchical structures,
members of management in a typical Kenya company do not favour
the idea of workers sharing in the decision making processes of
the company.
The study was based on a company in Kenya. A questionnaire
was distributed to the entire management and responses
were obtained from 31 individuals. Data pertaining to workers
were derived from interviews based on another questionnaire,
held with a sample of 50 workers. Major hypothesis (ii) could
not be upheld. The evidence also did not support the corollary
hypotheses. However, major hypothesis (i) was conditionally upheld.
An analysis of the data collected in this study therefore
led to principal conclusions which may be broadly outlined
as follows:-
(i) Collective bargaining is not the only method
through which workers can influence managerial decisions.
(ii) Management attitudes were fairly favourable towards
the idea of workers sharing in the decision - making processes
of the company.
(iii) Although workers currently would appear not to have
adequate potential to participate in decision-making, their
attitudes towards participation were positive despite their
limited opportunities to participate.
(iv) Under appropriate circumstances, the not too poor
performance of certain aspects of the existing participative
practices can be improved.
(v) The forces which usually encourage the growth of
participative practices were weak. The means of communications
are poor and inadequate. There is no suggestion scheme in
the company. The Works council is now defunct. Decision-making
is concentrated in the top and upper management of the company.
These characteristics may not be uncommon in other companies
in Kenya and for that matter in most organisations in developing
countries. | en |
