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| Participatory Management Style and Employee Performance in Civil Society Organizations. A Case Study of African International Christian Ministry (Aicm, Kabale) In South Western Uganda
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Friday Christopher, Akakikunda Teddy, Mugambe James
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Abstract:
The study assessed the impact of Participatory Management Style on Employee Performance. It adopted a case study research design with both qualitative and quantitative approaches. This research design was used to focus on a single unit and also help the researcher in getting in-depth knowledge of a wide problem with limited resources. Quantitative approach was used because it helps to build a broader picture by adding depth and insights to numbers through inclusion of dialogue and narratives; add precision to words through inclusion of numbers tallying; offer more than one way of looking at the situation; facilitate capturing varied perspectives, facilitate planned minimum statistical analysis to enable quantitative summary of findings to add breath to the study and may even work towards making it more representative. Also, Qualitative research was preferred because it helped in describing events. The study used interviews, questionnaires and documentary review to collect data. Findings indicated that 20% of the respondents strongly agreed, 26% agreed, 30% disagreed while 24% strongly disagreed that participatory management style is an important ingredient in gaining employee commitment which enhances employee performance. Also, the findings indicates that 26% agreed, 30% agreed, 24% disagreed while 20% strongly disagreed that participatory management style persuades and considers the feelings of a person and encourages their participation in decision making thus enhancing employee performance. In addition, 32% strongly agreed, 40% agreed, 16% disagreed while 12% strongly disagreed that participatory management style involves motivating organizational members to do assigned work by ensuring that their welfare is well catered for. Furthermore, 30% strongly agreed, 36% agreed that participatory management style maintains high level of effectiveness, productivity, innovativeness and worker motivation which increases employee's productivity, 20% disagreed whereas 14% strongly disagreed. Managers should have sense of innovation and also encourage followers to seek more opportunities and possibilities, not just achieve performance within expectations. Supervisors should understand the values of the followers and try to build their departmental/ unit's business strategies, plans, processes and practices that will likely to improve the wellbeing of staff. Respect for individual is also very key in building a positive relationship between leaders and employees. Whenever a problem arises, supervisors should try to intervene into the issues as soon as possible. Supervisors should respond to urgent questions and make decisions promptly and precisely and should not be afraid of getting involved in problem solving. Organizations should develop certain training programs or mentoring by professionals for the supervisors and leaders. Professionals and trainers can use the results from the current study to develop training programs that support leadership development.
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