A correlational study on multidimensional employee involvement in decision-making and strategic decision speed

by Wilson, Peter M., Ii, D.B.A., CAPELLA UNIVERSITY, 2016, 184 pages; 10242945


Organizational decision-making moves at an ever-increasing pace within high-speed business environments, forcing organizations to adapt to stay competitive. The engagement of employees, their persistence, and work duty effectiveness generate employee self-regulating behavior, which indirectly relates with employee involvement in decision-making through mitigating phenomena. Self-determination theory explains the impact of employee involvement upon employee self-regulating behaviors, autonomy, and decision speed. A correlation design survey was utilized to determine indications of relationships between the dependent variables of employee empowerment, participation in decision-making, and delegation of decision authority with strategic decision speed; with results of negative-linear correlations of minimal strength, respectively (-0.14), (-0.07), and (-0.13). A lack of symmetry and skewing to the upper right quadrant was found in the data set distribution via measures of central tendency, scatterplot diagrams, and comparison of standard deviations. The weak negative linear associations of empowerment and participation with decision speed corroborate body of literature findings. The contribution to the literature of the minimal-linear negative associations of delegation and multidimensional involvement with decision speed provides additional avenues for future research. The minimal strength relationships found could indicate the influence of mitigating phenomena and that additional research is needed to determine what particular phenomena might influence the relationships of the employee involvement variables with decision speed.

AdviserThomas Schaefer
Source TypeDissertation
SubjectsBusiness administration; Management
Publication Number10242945

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