Participation of employees in decision-making in public enterprises : a case study of Rwandan communication enterprises.

Abstract

This study aims to determine the state of employee participation in decision-making within the public enterprises of communication in Rwanda. More particularly, it is aimed at mapping out the extent of employee participation in the decision-making process in this area, to identify whether employees desire to participate in decision-making and to find out whether they would prefer to participate directly or act through a representative. It also aims to determine the form(s) of participation practised in the public enterprises of communication, to identify impediments to the participation of employee in decision-making and based on the results suggest recommendations in order to further promote employee participation in the decision-making procedure within this area. The research focuses on employee participation in the decision-making process in the public enterprises of communication in Rwanda. A questionnaire related to employee participation in decision-making was administered to a sample of 96 employees, but only 82 employees filled and returned the questionnaire. Various data analyses techniques were performed measure the state of employee participation in decision-making in general, and the extent of employee participation in the decisionmaking procedure within the public enterprises of communication in Rwanda in particular. The results revealed that the degree of employee participation in decision-making is very low and only senior managers (department managers) have access or rights to participate in the decision-making process. However, those who do not have opportunities to influence decisions made at the workplace manifest a great desire to participate in the decision-making process, and for a considerable number, this tends to be concerned with decisions daily affecting their own job. It was noted that the main obstacles to the participative process within the public companies of communication in Rwanda are the following: a lack of interest, a lack of initiative and support to the participation process from the government, an authoritarian approach via centralisation system of authority and control, managers especially general directors who are unwilling to share decision-making power with employees, manager's enterprise hesitates to accept employees as valuable partners in making decisions, and inadequate understanding of employees concerning their new roles in management of their enterprises. Therefore, employees did not recognise an educational level as an obstacle to their participation.