www.tjprc.org editor@tjprc.org EFFECTS OF PARTICIPATIVE DECISION MAKING ON THE PERFORMANCE OF FEDERAL AIRPORTS AUTHORITY OF NIGERIA (FAAN), LAGOS GABRIEL OBASI CHIDOZIE UDU 1 & CAROLINE ATURU-AGHEDO 2 1 Ebonyi State University, Abakaliki, Nigeria 2 National Open University of Nigeria, Lagos ABSTRACT This study examines participative decision making and performance in the Federal Airports Authority (FAAN), Lagos, Nigeria. The broad objective of the study is to find out if the employee actively participates in decision making and the effect on organizational performance. The specific objectives of the study are to ascertain the relationships between FAAN performance and employee involvement (or voice), internal communication channels, management support for participation, investments in the human capital, and demographical variables. Theoretically, the study has analysed and evaluated the extant literature on participative decision making. This study is based on human relations and participatory democratic theories, which are adopted to guide our study .The methodology adopted is descriptive survey. The findings of the study revealed that the command and control strategy is no longer an adequate model in FAAN; a more collaborative framework that engenders greater organisational commitment and improved performance is in use as at the time of study which is considered appropriate for decision making in organisations. The effect is high level of performance. The implication of study is that if similar organizations adopt participative decision making, their performance would increase to a higher level. KEYWORDS: Participative, Decision Making, Performance Received: Jul 01, 2016; Accepted: Jul 21, 2016; Published: Aug 03, 2016; Paper Id.: IJHRMRAUG20164 INTRODUCTION The complexity of problems involved in decision making process in management practice imposes a new perspective of a company’s management, which emphasis the involvement of the employees in all the actions and decisions in which they are qualified. In order to survive the intensive competitive situations in the business world, companies must jettison old management practices, based on an excessive authority. Modern management demands the stimulating of employees’ participation in the company’s activities and in the decision making process. Since the year 2000, employees’ participation in the company’s decision making process has attracted more attention of the management specialists, and studies made over many groups of employees have demonstrated the positive link between the participation rank, the grouping cohesion, member solidarity and the degree of social and professional fulfilment (Stefanescu, 2008). There are three important factors regarding participation in decision making: involvement, contribution and responsibility. Participation is seen as the mental and emotional involvement of people in group situations that encourages them to contribute to group goals and shared responsibility. It means meaningful involvement–rather than mere muscular activity which motivates people to contribute. Thus, people are empowered to release their own resources and creativity to achieve the objectives of the organisation. It especially improves motivation by Original Article International Journal of Human Resource Management and Research (IJHRMR) ISSN(P): 2249-6874; ISSN(E): 2249-7986 Vol. 6, Issue 4, Aug 2016, 41-56 © TJPRC Pvt. Ltd