The Impact of Participative Decision-Making on Organizational Commitment: A Study among Employees of Mobile Telecom Companies in Yemen

Main Article Content

Salah Sanad
Anitha S.

Abstract

Purpose: The study aimed at examining the relationship between participative decision-making and organizational commitment among employees working in mobile telecom companies in Yemen.


Approach/Methodology/Design: This study is descriptive-analytical. The study population comprised the employees working at the four mobile telecom companies in Sana'a, Yemen's capital city (Yemen Mobile, Sabafon, MTN and Y-Telecom). One hundred twenty questionnaires were collected and were valid for the data analysis. Different statistical tools, including regression analysis and correlation coefficients, were applied, and data were analyzed using SPSS.


Findings: The regression analysis output shows a significant positive relationship between participative decision-making and affective commitment (β = 0.48, p < 0.001). Furthermore, the regression analysis shows a significant positive relationship between participative decision making and continuance commitment (β = 0.59, p < 0.001). In addition, the significance of regression analysis tested using the regression coefficients shows a significant positive relationship between participative decision-making and normative commitment (β = 0.72, p < 0.001).


Practical Implications: The study recommends that the companies managers need to motivate and inspire their employees to actively participate in the decision-making process to enhance their level of organizational commitment.


Originality/value: The study presents evidence from a new setting where insufficient analysis has been performed to investigate the direct relationship between the variables tested.

Article Details

How to Cite
Sanad, S. ., & S., A. (2021). The Impact of Participative Decision-Making on Organizational Commitment: A Study among Employees of Mobile Telecom Companies in Yemen. Journal of Advanced Research in Economics and Administrative Sciences, 2(3), 75-88. https://doi.org/10.47631/jareas.v2i3.323
Section
Articles