Employee Participation in Decision Making: A Correlate of Employee Citizenship Behaviour and Counterproductive Workplace Behaviour

This study examined employee citizenship behaviour and counterproductive workplace behaviour as correlates of employee participation in decision making among workers in the private sector establishments in Awka city, Anambra State, Nigeria. 496 participants comprising of 222 males and 274 females were used as respondents for the study. The participants’ ages ranged from 26 to 54 years with a mean age of 34.90 years and standard deviation of 3.45. The participants were sampled using simple randomization sampling technique. The problem of the study guided the formulation of two hypotheses and data was collected using employee participation in decision making inventory by Ojukuku & Sajuyigbe (2014), organizational citizenship behaviour questionnaire by Podsakoff, Mackenzie, Moormam & Jetter, (1990) and counterproductive workplace behaviour questionnaire by Spector, Fox, Penney, Bruursema, Goh, and Kessler (2006). The design of the study was correlational survey design while Pearson product moment correlation coefficient was used a statistical tool to test the hypotheses. Findings revealed a mixed result; organizational citizenship behaviour significantly and positively correlated employee participation in decision making at r (1, 496) = .653, p < .05, whereas counterproductive workplace behaviour significantly and negatively correlated employee participation in decision making at r (1, 496) = -.429, p < .05. It is recommended that in order to increase organizational pro-social behaviour which has direct implication for performance and employee satisfaction at all levels, employee participation in decision making should be encouraged in the organizations. The starting point may just begin with anyone who has a subordinate in the organization.