Abstract:
The study explores views on institutional factors that contribute to low level of employees’ engagement in decision making. Specifically, the study explored how institutional factors such as rules and regulations, norms and values, as well as cognitive factors established by public sector organizations contribute to low level of employees’ engagement in decision making using Mbeya University of Science and Technology (MUST), as the case. The study utilized a descriptive case study design from a sample size of 82 study participants who obtained through the use of both, non-probability sampling and probability sampling technique. The data for this study were collected through the use of questionnaires, interview guide, Focus Group Discussion (FGD) guide and documentary review. While the qualitative data were analysed through narrative content analysis, quantitative data on the other hand were analysed descriptively through a Software Package for Social Science (SPSS), and presented by using tables, chats and figures.
The study found that employees’ had a relative little knowledge on public sector decision making due to poor provision of awareness seminars. Also, there were various institutional rules and regulations that limited the level to which employees would have engaged in decision making. Among others were lack of formal procedure for direct engagement and absence of the employee culture of reading MUST policies and regulations. It was also reported that the recurring trend of transactional leadership style which characterise leader-follower relationship at MUST limits employees’ engagement in public sector decision making. Evidently, the MUST management prefer strictness on rules and regulations, instead of creating a transformational culture that develops both, an individual employee and organisational as well. Based on the findings, the study concludes that engagement in public sector decision making is both a process and outcome that should be policy tied instead of being left voluntarily. Further, engagement should reflect local context needs such as use of both English and Swahili language so as to allow all employees to be part of the process. The study ends up by recommending several issues such as: bridging communication gaps between employees and management in order to improve feedback mechanism, improve on-job training as well as addressing other institutional factors that limit employees’ engagement in public sector decision making.
