© National Association for Research Development (2010)

EDITORS-CHIEF - Prof. Mon Nwadiani

EDITORS

Dr.D. O. Chikwendu

Dr. O. A. Oke

Dr. P. U. C. Agundu

Dr. D. A. Aboho

University of Benin,

Benin

Dr; Joel E. EribaBenue State University,

Makurdi.

Ahmadu Bello University, Zaria

University of Agriculture, Abeokuta

Rivers State University of Science and

Technology, Port-Harcourt.

Benue State University, Makurdi.

( CONSULTING EDITORS

Prof. C. C. 0 kam

Prof. E. N. Nnabuife

Prof. F. C. Okafor

Prof. M. A. Adekunle

Dr. Obi Onyefulu

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Contributor

D. H. NyakoDepartment of Animals Science and Range Management, Federal University ofTechnology, Yola

M. S. YahyaDepartment of Animals Science and Range Management, Federal University ofTechnology, Yola.

A.C.BobboDepartment of Animals Science and Range Management, Federal University ofTechnology, Yola.

I. S. UsmanDepartment of Agricultural Economic and Extension, Federal University ofTechnology, Yola.

Dr. T. M. FapohundaDepartment of Industrial Relations and Public Administration, Lagos State University,Ojo ,.

c. P. Ukpaka.Department of Chemical/Petrochemical Engineering, University of Science andTechnology , Port-Harcourt.

H. A. OgoniDepartment of ChemicallPetrochemical Engineering, Niger Delta University,Wilberforce Island.

s. A. AmadiDepartment of Chemical/Petrochemical Engineering, University of Science andTechnology, Port-Harcourt

A.J. AkorDepartment of AgriciEnvironmental Engineering, University of Science andTechnology, Port-Harcourt.

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A. H. HongDepartment of Agricultural Engineering, Federal University of Technology, Yola

Y. T. IbrahimDepartment of Agricultural Engineering, Federal University of Technology, Yola.

H. U. KabriDepartment of Agricultural Engineering, Federal University of Technology, Yola.

I. A. SaniTaraba State College of Education, Jalingo

Isa Shehu UsmanDepartment of Science and Technology Education, Physics Unit, University of Jos,Jos.

Dr. E. I. O'kwuDepartment of Curriculum and Teaching, Benue State University, Makurdi.

P. I. AnyaghDepartment of Mathematics, College of Education, Oju

S. O. KuponiyiGeneral Studies Department, Federal Polytechnic, Ede.

Dr. C. U. AtiatahDepartment of Physical Education, College of Education, Afah-Nsit(

Dr. J. O. IreyefojuDepartment of Social Science Education, Delta State University, Abraka.

Ezekiel O. AkereleDepartment of Agribusiness and Farm Management, Olabisi Onabanjo University,Yewa Campus, Ayetoro

Sunday Ernest EdeborSchool of General Studies, Edo State Institute of Technology and Management, Usen

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M. F. OmodaraDepartment of Guidance and Counselling, University of Ado-Ekiti, Ado-Ekiti.

M. S. YahayaDepartment of Agric Engineering, Kaduna Polytechnic, Kaduna.

A. M. FalakiKaduna Polytechnic, Kaduna

E. B. AmansKaduna Polytechnic, Kaduna

D. B. IshayaKaduna Polytechnic, Kaduna

M. G. MaiangwaDepartment of Agricultural Economics and Rural Sociology, Ahmadu BelloUniversity, Zaria. ;"

Obiageli Grace NgwuSchool of Sciences, Federal College of Education, Eha-Amufu.

O. A. AkinsanyaElectrical and Electronic Engineering Department, Federal Polytechnic, Ado-Ekiti

c. O. OkerekeElectrical and Electronic Engineering Department, Federal Polytechnic, Ado-Ekiti.

T. R. AyodeleElectrical and Electronic Engineering Department, Federal Polytechnic, Ado-Ekiti.

Dr. Robert A. EseneDean, School of Business Studies, Delta State Polytechnic, Ozoro.

c.. O. SekegorDepartment of Biology, Delta State College of Physical Education, Mosogar.

A. AgadaighoDepartment of Biology, Delta State College of Physical Education Mosogar.

en ..

. Ogaga)epartment of Biology, Delta State College of Physical Education Mosogar.

Grace Elliong UdongwoDepartment of Primary Education Studies College of Education Afaha-Nsit.

LA. AmataDepartment of Animal Science and FisheriesDelta State University, Asaba Campus, Asuba, Nigeria

Dr. Muhammad Sunusi AbdulDepartment or Physical and Health Education, College of Education, Minna

13. A, UdoDepartment of Agricultural Science, College of Arts and Science, Nung Ukim

S. R. OsuDepartment of Biology, College or Education, Araha-Nsit

Augustine T. AbiatuDepartment or Physical and Health Education, College of Education Afaha-Nsit .

f

Thruhim Mohammed GanduHausa Dcpal:tment, Federal College of Education, Kana

Contents

Training And Management of Draught Animals asA Requisite for Optimum Utilization In Northern Nigeria-D. "H.Nyako; M. S. Yahaya; A. G. Bobbo and I. S. Usman 1 - 6

The Challenges and Prospects of Participative Managementin Nigeria- Dr. T.M. Fapohunda 7 - 14

Mathematical Model for the Prediction of Dissol ved Oxygen Kineticsfor Dry Season Degradation of Petroleum Hydrocarbon In Pond System-C.P. Ukpaka; H. A. Ogoni; S.A. Arnadi and A. J. Akor 15 - 35

Potentials And Constrains of Soil and Water Quality Under Small ScaleIrrigation In Lake Geriyo Irrigation Project, Yola Adamawa State

-A.H. Hong; Y. T. Ibrahim; H. U. Kabri and I. A. Sani 36 - 42

Problems Inhibiting Effective" Teaching and Learning of SomePhysics-Related Concepts In Primary School Science Curriculumin Ios Metropolis-Isa Shehu Usman 43 -50

Effect of Timing in Mathematics Tests on Students' Achievementin Makurdi Metropolis- E. I. O'kwu (Ph.D) and P. I. Anyagh 51 - 55

Exploring And Exploiting DVDs' Extra Features In The Language ClassS. O. Kuponiyi 56 - 67

Consumer Health Knowledge and Sources of Consumer HealthInformation of Secondary School Students In Akwa Ibom State, Nigeriac. U. Atiatah (Ph. D) 68 - 75

Theories of Phrenology, Eugenics, Neology and BirthControl in Nigeria- J. O. Ireyefoju (Ph. D) 76 - 81Assessment of Cooperative Principles and Survival StrategiesAmong Thrift and Credit Society Members In Yewa North LocalGovernment Area, Ogun State- Ezekiel O. Akerele 82 - 91

:~oblems and Prospects of Implementing The National Policyen Education (2004)-Sunday Ernest Edobor 92 - 99

Assessment of the Predicti ve Validity of UME Scores onAcademic Performance of Science University Undergraduates-M. F. Omodara 100 -'- 104

Growth ancl Yield Response of Sugarcane (S Officinarumi Under DifferentIrrigation Regimes and Nitrogen Rates- M. S. Yahaya; A. M. Falaki;E. B. Amans and D. B. Ishaya 105 - 112

The Shift From Directed Agricultural Credit to a Financial MarketDevelopment Approach to Finance-M. G. Maiangwa 113 - 120

Effectiveness of the Computer as an lCT Device for Teaching andLearning Science In Schools- Obiageli Grace Ngwu 121 - 126

Assessment of Common Faults Associated with Household ElectronicAppliances- O. A. Akinsanya;- C. O. Okereke and T. R. Ayodele 127 - 131

An Appraisal of the Objectives of Vocational Business TeacherEducation in Nigerian Institutions- Dr. Robert A. Esene 132 - 141

Implementation Issues in Science Education: Problems and Prospects- C. O. Sekegor; A. Agadaighoand P. Ogaga 142 - 146

Problems And Prospects of Implementing Science and Technologyfor Qualitative Education In Nigerian Schools .-Grace Effiong Udongwo 147- 152

The Dangers of Child Marriage in NigeriaDr. Muhammad Sanusi Abdul 153 - 158

Agricultural Science Curriculum: Problem of Resources forImplementation- B. A Udo and S. R. Osu 159 - 165

Retraining the Physical Education Teachers: Leadership Competenciesfor Effective Programme Implementation In Nigerian Schools-Augustine T. Abiata 166 - l71

The Effect of Feeding Gliricidia Leaf Meal (GLM) ",on the Haematological, Serological and Carcass Characteristicsof Weaned Rabbits in the Tropics- LA. Amata l72 - 177

Challenges For The 21 st Century Teacher Education-Ibrahim Mohammed Gandu

l78 -182

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THE CHALLENGES AND PROSPECTS OF PARTICIPATIVE MANAGEMENT INNIGERIA

Dr. T.NI. Fapoltun daAbstract

Improvement in the quality of work life is imperative to workersperformance. Workers rely on their unions to negotiate better terms andconditions of work on their behalf. However, without proper recognition ofworkers right 10 participate in decision-making, it becomes a difficult task toarrive at a beneficial agreement which in turn may influence organizationalproductivity. The prospects and challenges of participative management areinvestigated in the study. A survey of one hundred and twenty (120)respondents drawn from selected public and private sector organizations inLagos State was conducted using the simple random sampling technique.Data was generated from respondents through the questionnaire using a fivepoint Likert type scale. The findings indicate that participative managementis still new in Nigeria. Its success is affected by managers feeling secure intheir positions, by the level of education of._ workers and theirrepresentatives. Again participative management facilitates industrial peaceand harmony.

IntroductionParticipative management is one of the strategies adopted by managers to meet human

resources challenges and gain competitive advantage in industry. Participative management entails asituation where both management and employees arc jointly involved in the decision-making process.

,. Armstrong (2006) notes that the objective of participative management is to produce better solutionsto problems that will benefit all concerned. Therefore, participative management satisfies economic,psychological, and social needs of employees. Rao and Rao (1996) affirm that it gives a sense ofsignificance, pride and accomplishment, freedom and opportunity for self-expression, a feeling ofbelonging to the place of work and a sense of creativeness to the employees. In the Nigerian context,collective bargaining and joint consultation are the most common forms of participative managementwhile, elements of quality circle and self managed teams are becoming part of the private sectormanagerial strategies. However, the extent to which workers are allowed to contribute in decision-making is not very clear. Management often takes unilateral decisions as regards substantial issuessuch as wages, hours of work, ctc without consultation with workers.

The ProblemParticipative management is gradually becoming the order of the day in business circles.

Some management practitioners have argued that it is now an essential part of strategic management.This study investigates the prospects and the challenges of participative management. It specificallylooks at those factors that may impede effectiveness of participative management in an organization.

Literature ReviewThe Concept of Participative Management

According to Walker (1974), workers participation in management occurs when those at thebottom of an enterprise hierarchy take part in the authority and managerial functions of the enterprise,so that cmployees bccome involved in extended areas of decision-making and control, which had

Multidisciplinary Journal a/Research Development Volume 14No.1 April, 2010 7

..'r. l:M. Fapohulldarcviously been reserved exclusively as managerial prerogatives. Dufrene (2006) noted that

participative management, otherwise known as employee involvement or participative decisionmaking, encourages the involvement of stakeholders at all levels of an organization in the analysis ofproblems, development of strategies, and implementation of solutions. Employees arc invited to sharein tile decision-making process of the firm by participating in activities such as setting goals,dctcrmini ng work schedules, and making suggestions. French (1998) asserts that other forms ofparticipative management include job enrichment; forming self-managed teams, quality circles, orquality-of-work-life committees and soliciting survey feedback. In the same vein, Otobo (1995)contends that participative management involves more than allowing employees to take part inmaking decisions, It also involves management treating their ideas and suggestions withconsiderations and respect. Davis (1981) emphasizes that participative management is aninstitutionalized worker's participation which emphasizes changing the balance of decision-makingwithin the firm.

The Process of Participative ManagementRobins (1985), submits that four processes influence participation. These processes create

employee involvement as they arc pushed down to the lowest levels in an organization. The fartherdown these processes move, the higher the level of involvement by employees. The first isinformation sharing which is concerned with keeping employees informed about the economic statusof the company. Second is training which involves raising the skills levels of employees and offeringdevelopmental opportunities that allow them to apply new skills to make effective decisions regardingthe organization as a whole. Third is employee decision making which can take many forms, rangingfrom determining work schedule to deciding on budgets or processes. Fourth is reward which shouldbe tied to suggestions and ideas as well as performance.

Benefits of Participntive ManagementAccording to Dufrene (2006) a participative management style offers various benefits at all

levels of the organization. By creating a sense of ownership in the company, participativemanagement instills a sense of pride and motivates employees to increase productivity in order toachieve their goals. Fajana (2000) observes that managers who use participative styles find thatemployees are more receptive to change than in situations in which they have no voice. Changes areimplemented more effectively when employees have input and make contributions to decisions.French (1998), notes that participation keeps employees informed of upcoming events so that theywill be aware of potential changes. The organization can then place itselfin a retroactive mode insteadof a reactive one, as managers are able to quickly identify areas of concern and turn to employees forsolutions. Fajana (2000) adds that creativity and innovation are two important benefits of participativemanagement. By allowing a diverse group of employees to have input into decisions, the organizationbenefits from the synergy that comes from a wider choice of options. When all employees instead ofjust managers or executives, are given the opportunity to participate, the chances are increased that avalid and unique idea will be suggested.

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Conditions Necessary for Effective Participative ManagementFrench (1998) asserts that a common misconception by managers is that participative

management involves simply asking employees to participate or make suggestions. In order forparticipative management to work, several issues must be resolved and several requirements must bemet. First, managers must be wi lling to relinquish some control to their workers; managers must feel

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The'Challel/ges And Prospects O[Partici{Jath'c Mal/agemel/t /11 Nigeriasecure in their position in order for participation to be successful. Roberts (19R5) opines that the

. success of participative management depends on careful planning and a slow, phased approach.Changing employees' ideas about management takes time, as docs any successful attempt at a totalcultural change from a democratic or autocratic style of management to a participative style. Rao andRao (1996) indicate that effective participation involves managers being genuine and honest inimplementing the programme. Employees necd to consistently see proof that their ideas are acceptedor at least seriously considered.

Stoner, Freeman and Gilbert (1995) affirm that successful pnrticipatiou requires munagcrs toapproach employee involvement with ,1Il open mind. While the manager may not agree with everyidea or suggestion an employee makes, how those ideas arc received is critical to the success orparticipative management. Jones, George and I-fill (200 I) add that employees must also be willing toparticipate and share their ideas. Fajan» (2000) observes thnt another important clement lorimplementing a successful participative management style is the visible integration of empluyees'suggestion into the final decision or implementation. Employees need to know that they have made acontribution. Offering employee a choice in the final decisions is important because it increases the-irconunitmcnt . motivation, and job sutisfuction.

Dachlcr and Wilpert (1978) however note that participative management is not ,I magic cureIor <III that ails all orgallization. Managers IlIlISI rcu lizc tilal ell:'lllgl's will not take effect ovcrniuht :'111t!

will require consistency and patience before employees will beg in to see that managcmcut is seriousabout employee involvement.

The Nigcrtan Perspective of Participarive MnJlagcJl)(,llt

Onc of the major objectives or the Nat iouul Policy ill Nigeria, as elsewhere is 10 promoted9-mocracy in industry. The system of deputation relations is regarded as subjective, since the sense ofresponsibility for decisions of thc enterprises is not shared by the mnnagcmcnt with the employee .Joint consultation and collective bargaining 011 the other hand, are regarded as basically democraticbecause both sides meet directly, or through representatives, to consider and agrce, or disagree, onmatters arising out of or in eonncction with the productive process or contract of employment. Thematters which normally come within the purview of collective bargaining and joinl consultation,however, have tended by tradition to bc those directly affecting the worker-hours of work, wages,levels and methods of output, safety, workers wel fare schemes, etc. According to Fashoyin (1999), theroad that workers trod to attain the recognition and right even to participate in these issues was a lung,stormy and often bitter one. Ycsufu (1984) contends that the issuesat stake were, at first, essentiallyhow to humanize the conditions of work but the argument shi Ited to embrace not j list the question ofimproving the conditions of work, but of the right of the worker himself to participate in the decision-making process :1S of right. Increasingly, however, the argument and the trend are for and towardsparticipation or employees in decision-making at the management level. To those committed to thedemocratic principle the argument for-workers' participation in management is unassailable. To thoseacquainted with the complicated nature of the productive process and the intricacies of management,011 the other hand, it is an over-simplified case.

Fashoyin (1999), further stresses that industrial democracy or participative management hascome to be applied not merely to the right of, and machinery to enable the worker to participate indecisions which affect him directly. It represents recognition of the "right" of workers, a provider oflabour, to participate in decisions and take part of the responsibility. Ycsufu (1984), submits that thequestion is how participative management can best be effected short of transfcning property rights toworkers and thereby leaving management entirely in their hands, each country each industry and each

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T.Il1'. Fapoltun da.icrprisc must somehow work out system of work participation most suited to it. Ycsufu adds that at

.ic present stage of economic development and the labour movement in Nigerian, it is difficult tosustain any insistence of direct worker participation in management participation. The democraticinfluence or goal could be achieved in the extension of the scope of joint consultation rather thandirect, such as sitting on boards.' It is important that when major decisions arc contemplated, theemployees should be consulted, through the union or through the established joint iudustrinl councilsor standing joint consuliati ve CUIlll11ittccs. It is perhaps even more importaut to ensure that suchconsultation is sincere and effective. This implies that those consulted arc adequately briefed and thattheir views arc taken into account before the final decision is made, Where strongly held views arc notaccepted, the reasons for their rejection must be Cully, political and expeditiously explained. Wherethe views have !cd to a change in management position, it should be equally acknowledged.

RCSCHI"ch HypothesesThe study tested the following hypotheses:

Hol: There is no positive relationship between the success of participative management andmanagers feeling secure in their positions.

H, 2: Participative management docs not facilitate industrial peace and harmony.H, 3: The success of participative management is not affected by the level of education

of workers and their representatives.lIo4: There is 110 significant di Ifcrcnce between participative management practices in the

public and private sectors in Nigeria.

Data CollectionThe study conducted a survey of one hundred and twenty (120) respondents drawn Irorn

selected public and private sector organizations in Lagos using the simple random samplingtechnique. Data was generated from respondents through the questionnaire using a five point Likertscale.

Test of HypothesesThe formulated hypotheses arc hereby treated uSing the chi-square statistical analysis

techniques.

Hypotlicsis I ...Ho ; ' There is no posiuvc relationship between the success or participative management and

managers feeling secure in their positions.

T-ablc 1 Participarivc Managcmcnt and Managers feeling secure ill their PositionsRC.I!)()Il.l SA i\ N I) SI) '1'0(,,'1 Xl cnl Xl crit. Dr. I' Rem.e

n 22 10 32 9( 1.042 120 12.42 9.49 4 0.05 S(0.375) (0.167) (8.167) (2.67) )

The chi-square calculated value of 12.42 is greater than the table value of 9.49 at 4 degree offreedom and 0.05 level of significance, the null hypothesis is hereby rejected while, the alternativehypothesis is accepted. I-Icnce, there is positive relationship between the success of participativemanagement and manager's feeling of security,

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The Challellges And Prospects O(Participative Mallagemellt III NigeriaHypothesis 2Ho: Participative management does not facilitate industrial peace and harmony.

Table 2 Participative management and industrial peace and harmony.The chi-square calculated value of36.09 is greater than the table value of9.49 at 4 degree of

freedom and 0.05 level of significance, the null hypothesis is hereby rejected. This result indicatesthat participative management facilitates industrial peace and harmony. Participative management,otherwise known as employee involvement of participative decision-making, encourages theinvolvement of stakeholders at all levels of an organization in the analysis of problems, developmentof strategies, and implementation of solutions.

Hypothesis 3Hu: The Success of Participative management is not affected by the level of education of worker's

and their representativesResponse SA A N D SD Total Xl cal Xl crit, Df P 'Rem,

.'

46 26 12 27 9 120 9.49 4 0.05 S(20.17) (0.166) (6) (0.375) (9.38) 36.09

Table3 Participative Management and Level of Education of Workers and theirRepresentatives.Response SA A N n SD Total x cat x2 crit [)f I' Rem

20 16 7 (12.04) 39 38 120 9.49 4 0.05 S(0.67) (2.67) (9.36) (8.16) 32.9

The Chi-Square Calculated Value Of32.9 Is Greater than the Table Value of9.49 At 4 Degreeof alternative hypothesis shall be accepted. Hence, there is positive relationship betweenthe success of participative management and the level of education of workers and theirrepresentatives.

Hypothesis 4H;There is no significant difference between participative management practices in the

public and private sectors in Nigeria.

Table 4: Participative Management Practices In The Public and Private SectorsResponse SA A N D SD Total x cal x' crit Dr l' Rem

21 13 5 47 34 120 32.70 9.49 4 0.05 S(0.375) . (5.042) (1.04) ( 22.04 ) (4.2)

The chi-square calculated value of 32.70 is greater than the table value of 9.49 at 4 degree offreedom and 0.05 level of significance, the null hypothesis is hereby rejected. This result indicates asignificant difference between participative management practices in the public and private sectors.

Discussion of FindingsThe findings of this study in the first hypothesis indicate that for effective participation

managers must be willing to relinquish some control to their workers; managers must feel secure in

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_.If. Fapohuuda»ositions in order for participation to be successful, Where this is not the case the managers'

curity result in their feeling threatened by subordinates and employees and this negatively affects.icipation because they are not willing to delegate or relinquish control, in whieh case participation

. .10t encouraged.The second hypothesis indicates that participative management facilitates industrial peace and

iarrnony. It encourages the involvement of stakeholders at all levels of an organization in the analysisof problems, development of strategies, and implementation of solutions. Sometimes even justpresenting several alternatives and allowing employees to choose from them is as effective as if theythought of the alternatives themselves. The key is to build employee confidence so their ideas anddecisions become more creative and sound.

As Omolc (200 I) posits, the emphasis is 011 participation of both parties in rule in Nigeria asin may industrializing and industrialized countries, the pre-occupation is with finding ways ofpromoting industrial peace and harmony which are prerequisites to increased productivity of goodsand services. Parties have seen the need for power sharing in decision and rule making aimed atstrengthening the participation of everyone.

The study found a positive relationship between the success of participative management andthe level of education of workers and their representatives. Participative management does not workwith employees who are passive or simply do not care. Many times employees do not have the skillsor information necessary to make good suggestions or decisions. In this case it is important to providethem with information or training so they can make informed choices. This confirms the position ofDufrene (2006) that while, it is important that management allows employees to participate indecision making and encourage involvement in the organization's direction, managers must becognizant of the potentials of employees. Participative management presupposes effective and activeparticipation (of both labour and management in decision making) which is dependent on thecompetence of the participants. Participative ability is limited with illiterate or unskilled leaders.Participation helps employees gain a wider view of the organization. Through training, developmentopportunities, and information sharing, employees can acquire the conceptual skills needed to becomeeffective managers or top executives. It also increases the commitment of employees to theorganization and the decisions they make.

The study again, indicates a significant difference between participative managementpractices in the public and private sectors. In the Nigerian context, participative management includesjoint consultation, collective bargaining, or the latest version known as industrial democracy. Workersparticipate.in management, mainly, through their trade union representatives both at the national andorganizational level. As 011101e(2001) points out, the mode of participative management in the publicsector is collective bargaining and its use is few and far between both in the public and private sectors.Really it is almost no-existent in the public sector. However, with the latest move towardsprivatization and deregulation, some clement of participative management is evolving in the publicsector. -,

RecornmcndutionsBased on the findings the study recommends that for participative management efforts to be

effective, top management support and involvement is an overriding condition. Managers musttherefore be secure in their positions in order for participation to be successful. In addition, sinceparticipative management facilitates industrial peace and harmony. It encourages the involvement.Again, there is need not only for more training and education for workers on their job contents andrequirements but also in union or labour education in order for participation to be successful.

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The C/l([ffeflges AlIIll'ro.'ilN'cts O(l'lIl'ticipatil'l' Mafl(t.r:elll('!.r!.J~t'r.:(!{l'_/_·i..:.I1 _

Participative ability is limited with illiterate leaders. Consequently, the need arises (or moreunion/labour education, specialized trained in participative skill development, extensive training in-group dynamics, social psychology, counseling or clinical psychology and consultation skills.

ConclusionThis study concludes that participative management enhances performance in the

orgnnizations where it is applicable. Manngcrncnt should ensure -irucgration of" workers ideas, andopinions into fiuul decision or the enterprise. The extent of" workers participatioll should lIot herestricted to operational/work arrangements alone. Involvement of union representatives in decision-making should not be limited to crisis situations alone. The approaches to participative managementemphasize participation of both parties in rule making with the aim of finding ways of promotingindustrial peace and harmony which are prerequisites to increased productivity of goods and services.

However, participative mnnugcrncnt is not always the appropriate way to hnndlc ra givensituation. Employees often respect a manager that uses his or her authority and makes decisions whenit is necessary e.g. when disciplinary action is needed. However, participative manngcmcnt is not aneasy management style to implement. It presents various challenges c.g. it can be threatened by officepolitics. Also, it docs not succeed overnight. Changes will not take effect overnight and will requireconsistency and patience.

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Armstrong, Michael (200(». 1lundbook ofpersonnel managetnent. London, Kcgan Ltd.

Dachlcr and Wilpert (1978), Effectiveness of quality circles and its determinant In A Large industrialorganization. Indian journal ofindustrial relations. Vol. 22, No 4, April 197R

Davis K (1981). Human behaviour at work. Delhi, McGraw Hill.

Dufrene, (2006). Effects ofparticipative management on performance New York McGraw Hill

Fajana, S. (2000). Functioning a/the Nigerian Labour market, Lagos. Labofin and Company.

Fashoyin T, (1999). Industrial relations in Nigeria Lagos Longman Nigeria Ltd.

French L (1998). Human resources management (5111 Edition) New York McGraw Hill

Jones, George and Hill (2001). Contemporary management (2'1<' Edition) New York McCraw Hill

Omolc M.A.L (2001). Industrial education and human resources development, lbadun Alarms Co.Ltd.

Otobo D. (\995). The trade union movement III Nigeria, vesterday, today and tomorrow. Lagos.Malthousc Press.

Otobo (2QOO). Industrial relations theory and controversies. Lagos. Malthousc Press

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