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Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 

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PARTICIPATORY MANAGEMENT AND EMPLOYEE 

PERFORMANCE IN MANUFACTURING FIRM IN ENUGU STATE, 

NIGERIA 
 

Emeh Ndidiamaka Chioma Ph.D 
Department of Business Administration, Enugu State University of Science and Technology, 

Nigeria. 

                                                          DOI: https://doi.org/10.5281/zenodo.15024368 

 

 

Abstract: The study examined the effect of the Participatory Management on Employee Performance 

in manufacturing firms in Enugu State Nigeria. The specific objectives are to; examine the effect of 

Leadership styles on Employee Performance in evaluating the effect of Communication on Employee 

performance in manufacturing firms in Enugu State Nigeria. A descriptive research survey was 

adopted for the study. A structured questionnaire was used to collect data for the study. Data collected 

were analyzed using both descriptive and inferential statistics with the aid of the Statistical Package 

for Social Sciences (SPSS). While descriptive statistics was used to describe the socio-demographic 

characteristics of the respondents, Simple linear regression analyses were used for further analysis. 

All the hypotheses were tested at a 0.05 level of significance. The result revealed that Leadership styles 

significantly positively affect Employee Performance with a value of (F = 29.618; p = 0.002), while 

Communication Styles significantly positively affect Employee Performance (F = 21.371; p = 0.003). 

The study concluded that Participatory Management has a significant effect on Employee 

Performance in manufacturing firms in Enugu State Nigeria. The study recommended among others 

training programs for managers to develop inclusive leadership skills. Focus on fostering empathy, 

active listening, and collaborative decision-making in other to improve employee performance. 

Keywords: Employee, Management, Participatory, Performance  

 

1.1 Introduction  

Participatory management represents a progressive shift in organizational leadership, emphasizing the 

involvement of employees at all levels in decision-making processes. Rooted in democratic principles, 

this management approach seeks to create an inclusive work environment where the insights, expertise, 

and contributions of employees are actively solicited and valued (Okiomah, 2020). Unlike traditional 

hierarchical models, participatory management fosters a culture of collaboration and shared 

responsibility, aiming to leverage the collective intelligence and creativity of the workforce (Beauty, & 

Aigbogun, 2022). The essence of participatory management lies in its ability to empower employees, 

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American Research Journal of Economics, Finance and Management 

Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 

Email: contact@americaserial.com 

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135 | P a g e  

making them integral to the organizational decision-making fabric. By encouraging open 

communication, transparency, and mutual respect, this management style helps in building trust and 

engagement among employees. In such an environment, employees are more likely to feel a sense of 

ownership and commitment to their work, driving higher levels of motivation and productivity (Sigroha 

Aand Gaurav 2021). 

One of the key advantages of participatory management is its potential to enhance organizational 

performance through improved problem-solving and innovation. When employees are given the 

opportunity to contribute their unique perspectives and ideas, organizations can benefit from a broader 

range of solutions and approaches. This inclusive decision-making process not only enhances the 

quality of decisions but also fosters a more dynamic and adaptable organizational culture. Moreover, 

participatory management can significantly improve job satisfaction and employee morale (Jaafaru, et 

al 2023). By involving employees in decisions that affect their work and recognizing their contributions, 

organizations can create a more fulfilling and supportive work environment. This, in turn, can lead to 

higher retention rates, as employees are more likely to remain with organizations where they feel valued 

and engaged. In addition to its impact on employee performance and satisfaction, participatory 

management also aligns well with contemporary trends towards corporate social responsibility and 

ethical business practices. By promoting a culture of participation and inclusivity, organizations can 

enhance their reputation and build stronger relationships with stakeholders, including customers, 

investors, and the broader community (Okiomah, 2020). 

Enugu State, Nigeria, recognized for its industrial potential, is witnessing a transformative shift towards 

sustainable manufacturing practices. Within this context, firms' management style plays a crucial role 

in shaping organizational outcomes. Among the various management approaches, the participatory 

management style has garnered significant attention for its potential impact on employee performance. 

The participatory management style offers a promising pathway to achieving these goals in sustainable 

manufacturing firms, where operational efficiency and resource optimization are paramount. The 

manufacturing sector in Enugu State is uniquely positioned to benefit from participatory management 

practices. The region's evolving industrial framework, coupled with an increasing emphasis on 

sustainability, necessitates a workforce that is not only skilled but also highly motivated and engaged 

(Okiomah, 2020). This study aims to explore the effect of the participatory management style on 

employee performance in sustainable manufacturing firms in Enugu State, Nigeria. It seeks to 

understand how this management approach influences key performance indicators such as 

productivity, Leadership styles, Communication Styles, job satisfaction, and employee retention. 

1.2 Statement of the Problem 

In the context of manufacturing, firms in Enugu State, Nigeria, face the dual challenge of maintaining 

operational efficiency while adhering to environmental and social sustainability standards. The 

management style adopted by these firms plays a critical role in addressing this challenge. Participatory 

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American Research Journal of Economics, Finance and Management 

Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 

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management, characterized by the active involvement of employees in decision-making processes, is 

posited to enhance employee performance and, by extension, contribute to organizational 

sustainability. However, there is limited empirical evidence on how this management style specifically 

affects employee performance in the sustainable manufacturing sector within Enugu State. 

This research aims to bridge the gap in understanding by investigating the effect of participatory 

management style on employee performance in sustainable manufacturing firms in Enugu State. The 

study will examine how employee involvement in decision-making processes affects their motivation, 

communication skills, engagement, leadership, and overall performance. Additionally, it will explore 

the specific challenges and opportunities that arise when implementing participatory management in 

the context of sustainable manufacturing in this region. By addressing these issues, the research seeks 

to provide actionable insights for managers and policymakers aiming to enhance employee 

performance and achieve sustainability goals in the manufacturing sector of Enugu State. 

1.3 Objective of the Study 

The main objective of this study examines the effect of Participatory Management on Employee 

Performance in Manufacturing firms in Enugu State Nigeria. The specific objectives are to;  

i. Examine the effect of Leadership styles on Employee Performance in Manufacturing firms in 

Enugu State Nigeria. 

ii. Evaluate the effect of Communication Styles on Employee Performance in Manufacturing firms 

in Enugu State Nigeria. 

1.4 Hypotheses of the Study 

i. Leadership styles have no significant effect on Employee Performance in Manufacturing firms 

in Enugu State Nigeria. 

ii. Communication Styles has no significant effect on Employee Performance in Manufacturing 

Firms in Enugu State Nigeria. 

Review of Related Literature 

2.1 Conceptual Review 

Participatory Management  

Participatory management refers to the management approach where the subordinates of an 

organization are fully involved in the active management and decision-making processes of the 

organization (Ogbo, et al (2016). Participative style can be defined as a management style based on 

informing employees about important aspects of business development and their participation in 

decision-making and solving business problems, especially those that concern them. The main aim is 

to use their potential, knowledge, and motivation, increase their job satisfaction, and strengthen their 

identification with the company, but at the same time gain their understanding of the new measures or 

changes in the company. Consequently, workers feel more valued and strive to achieve management 

objectives. Participatory management focuses on empowering team members to participate in the 

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American Research Journal of Economics, Finance and Management 

Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

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decision-making process. In addition, Participatory Management (PM) is often used interchangeably 

with employee empowerment or participative decision-making. When employees are empowered they 

are motivated since they control and make decisions on most aspects of their jobs, Urban, (2011). 

Empowerment must be followed by accountability so that caution is an exercise in spending. Rolkova 

and Farkašová (2015) observed that the stability of a team depends primarily on factors such as 

employees’ empowerment, involvement, satisfaction, and friendly communication between colleagues 

in the workplace. Team structure brings together people with different skills to meet a particular 

objective. Being part of a team permits every person in a company to perform great roles that will, in 

turn, create value for the organization. Managers know that employees are the key facilitators who deal 

face-to-face and directly with the customers and satisfy their needs. To gain a competitive advantage 

and beat the competition in today’s business world such that decisions to stay ahead of global or 

domestic competitors are made, this form of management is adopted by many manufacturing 

organizations, (Okiomah, 2020). 

Leadership styles 

Leadership is a social influence process in which the leader seeks the voluntary participation of 

subordinates to reach organizational goals. A leader can be defined as a person who delegates or 

influences others to act to carry out specified objectives. Leaders usually exhibit a style of leadership as 

they motivate and inspire their followers. Leadership style, therefore, refers to how a leader chooses to 

lead and interact with their followers (Northouse, 2018). It reflects the leader's behaviors, attitudes, 

and actions in influencing and directing others. Leadership style has a huge influence on how a leader 

makes decisions, communicates expectations, motivates followers, and creates a work environment. 

Leadership style is an expression of the leader's leadership approach. It reflects the leader's preferences, 

values, and beliefs about how to effectively lead and influence others. There are several leadership styles 

and these different leadership styles can impact the dynamics, productivity, and culture within an 

organization or group in several different ways. Today’s organizations need effective leaders who 

understand the complexities of the rapidly changing global environment.  If the task is highly structured 

and the leader has a good relationship with the employees, effectiveness will be high on the part of the 

employees. 

Styles of Leadership   

Transformational Leadership Style  

The transformation leader has charismatic capabilities, induces moral values, and attempts to develop 

employee capabilities. This leadership provides a kind of vision that elevates the followers/employees' 

work potential and commitment to achieving the highly valued tasks that yield maximum output (Bass 

and Avolio, 2004). 

Transactional Leadership Style 

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Volume 13 Issue 1, January-March 2025 

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Transactional leaders believe in close supervision, identifying mistakes, and application of corrective 

measures to rectify errors. This theory bases leadership on a system of reward and penalty, (Obiwuru, 

2011).  Additionally, Shah and Kamal (2015) pointed out that leaders who employ a transactional style 

prefer the status quo, and no diversification, they strictly adhere to stipulated parameters to attain 

maximum performance from subordinates. 

Laissez-Faire Leadership Style 

Laissez-faire leadership is also known as delegate leadership. This is a type of leadership style in which 

leaders are hands-off and allow group members to make the decisions. According to Northouse (2013), 

they do not have any exchange with their followers, and they do not help their followers to grow. The 

leadership of Laissez-Faire is the characteristic of leaders who avoid decision-making and avoid 

responsibility (Robbins, 2007). Leaders regard subordinates as fully responsible for any decision and 

give assistants complete freedom and power to make work decisions. 

Autocratic leadership style 

In the autocratic leadership style, the leader determines policy and assigns tasks to members without 

consulting his subordinates (Dotse & Asumeng, 2014). Therefore, there is a power distinct between 

leader and followers in an autocratic leadership style. Then, leaders closely supervise employees to 

achieve the right performance. Lewin et al., (1939) explored that autocratic leaders provide clear 

expectations for what needs to be done, when it should be done, and how it should be done. According 

to Business Essential (2009), the autocratic leadership style is useful in an emergency and may work in 

a crisis or as a last resort with a problem employee. 

Democratic leadership style 

Democratic leadership is a leader who achieves consensus through participation. The democratic 

leadership is also known as participative leadership style (Cherry, 2006). Mat (2008) described a 

participative leader as a leader who encourages the participation of staff in solving problems and 

decision-making in daily operational matters. He posited that the roles and contributions of staff are 

important. Nwokocha and Iheriohanma (2015) stated that in a democratic style, the leader will gather 

opinions, suggestions, and feedback from staff before making decisions or issuing instructions to the 

team. Thus, the direction of the team is influenced by the staff’s involvement. This style builds trust, 

respect, and commitment and works best when wanting to receive input or get employees to achieve 

consensus. It is a leadership style that encourages employees to participate in the decision-making 

process in the organization.  

Charismatic leadership 

Charismatic leadership is one of the most successful trait-driven leadership styles. They are visionary 

leaders who exhibit a personality that motivates their subordinates to execute that vision. Because of 

their level of success and motivation, charismatic leaders have been one of the most valued and 

cherished leaders. They provide a fertile group for innovation and creativity, and more often, they are 

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American Research Journal of Economics, Finance and Management 

Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 

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highly motivational. When a charismatic leader is at the helm of organizational affairs, the subordinates 

simply want to follow suit, (Michael, 2010). 

 

Bureaucratic leadership  

Bureaucratic leaders create policies and rely on them to meet organizational goals and policies that 

drive objectives, execution, strategy, and outcomes. They comfortably rely on given policies and can 

convince their subordinates to get on board (Michael, 2010). Also, they believe that policies dictate the 

direction, and they are strongly committed to processes and procedures in place of people; thereby, 

they seem aloof. 

Communication Styles 

Communication plays a vital role in every organization. With the help of communication an 

employee shares his feelings, emotions, thoughts, ideas, policies, goals, and much more to his 

employer. Every organization has a different style of communication. With a better communication 

style employers not only boost employee morale, and job performance but also enhance the workplace. 

A good communication style creates higher job satisfaction, better employee engagement, lower 

turnover of employees, and stronger long-term commitment. The need for workplace communication 

is to achieve the organizational goal. Clear communication is most important for a successful 

organization. By good communication, a team can succeed. It doesn’t matter that can be a family, a 

company a ministry, or a club. The members of an effective team have strong communication that 

enhances commitment and connection. Open, honest, and strong communication keeps the employee 

motivated. Effective communication is an intentional goal-oriented cohesive force for organizational 

strategies (Garcia, 2012). Effective communication in the workplace is part and partial of a successful 

organization. 

Managers with good communication skills can share their ideas clearly so that subordinates can 

understand what to perform. On the contrary bad communication can lead the employee frustration, 

absenteeism lower productivity, and a greater turnover rate. An effective style of communication means 

respecting yourself and other people. It is a great ability to clearly express your ideas, thoughts, and 

feelings through open, direct, and honest communication. Having a more assertive type of 

communication doesn’t mean that you will get whatever you want but it can help you to achieve a better 

understanding. It will help you to handle the situation well and give a sense of satisfaction to both 

parties. Effective communication at the workplace leads to a better management style because it 

enhances the morale of employees and employers. It also creates a positive climate and fosters equality, 

(Sigroha and Gaurav, 2021). 

Styles of Communication 

There are four styles of communication. They are as follows: 

1. Passive Communication Style 

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Unusually passive communicators are very quiet. These types of people do not express their feelings 

and opinions and they just to listen others. They are misunderstood because they are not expressive 

and behave humbly and softly. Most of the time they say no even if they fail to predict further 

circumstances. They do not stand for their rights which is why they are manipulated by others for their 

interest. But when someone crosses their limits, they react a lot. These people are emotionally dishonest 

because they always hide their feelings. These people behave meek and humbly and always avoid 

conflict. Their identifications are soft voice, poor posture, humbly behavior, inability to say no, and 

fidgeting. 

2. Aggressive Communication Style 

These types of people are often loud and tend to blame others for their mistakes. They show a bossy 

nature, mean-spirited, and lacking gratitude. They speak rudely demand respects from others and 

advocate their need only. This style of communication is very expensive. It creates a lot of problems in 

the workplace. An Aggressive person assumes that their needs are most important and they think that 

their rights are more important as compared to others; they have contributed more than other people. 

It is an ineffective style of communication because the contents of this communication are too rude and 

adamant. Their identifications are intense eye contact, harsh tone, gestures like crossing arms, frowns, 

criticizing others, and pointing figures, 

3. Passive-aggressive communication Style 

These types of people fall right between being passive and aggressive. They communicate subtly and 

indirectly. They are frustrated and try to be cooperative but they are not. In this style of communication, 

people appear passive on the ground level but act out their anger in indirect or workplace 

communication. In simple words, they are stubborn or adamant but never create conflicts with others. 

The saying “Cut off your nose to spite your face” is a good description of this type of person. They are 

isolated and never annoy others. Their identification is mumming, showing denial, showing happy face, 

frequent sarcasm, body language that does not match, 

4. The Assertive Style 

The assertive communication style is a healthy and effective way to express. This type of person 

vocalizes their need but respects the needs of others. During a conflict, they try to find a solution so that 

everyone can maintain their dignity. Assertive styles of communication have high self-esteem at both 

ends. It is known as the most effective style of communication; it is the sweet spot between being too 

aggressive and too passive. When we are assertive, we have a sense of confidence to communicate 

without games or a sense of manipulation. The communicator knows his/ her limits and cannot cross 

them. But this style of communication is used less in the workplace. Their identifications are extensive 

gestures, good eye contact, clarity of voice, and using the word I, (Sigroha and Gaurav, 2021). 

Employee Performance 

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Employee performance is defined differently by different scholars. Employee performance is a term 

typical to the human resource field where employee performance can refer to the ability of employees 

to achieve organizational goals more effectively and efficiently. Employee performance can be described 

as what an employee does or does not do such as the quantity of output, timeliness of production, 

presence at work, and cooperativeness (Gungor, 2011). It is worth noting that, the organization itself 

determines the nature of the performance. On the other hand, employees are of vital importance in the 

achievement of any organization. Employee performance is generally characterized as the conduct 

demonstrated by an employee during the execution of a specific task delegated by the employer.  

It also pertains to the results yielded by an individual worker within an organization. According to 

Fuertes et al. (2020), employee performance is tied to the accomplishments of each employee aligning 

with the distinct guidelines, policies, or anticipations of the organization or employer. As stated by Jiang 

et al. (2020), employee performance characterizes the competencies and capacities of individual 

employees within an organization. In such instances, highly skilled and proficient employees often 

display elevated proficiency and dedication to their roles, resulting in superior employee performance 

compared to those with fewer skills and expertise. Organizations need high-performing employees to 

achieve their goals, deliver the products and services they specialize in, and achieve competitive 

advantage. The performance of employees is the successful completion of tasks by individuals or 

individuals to pre-defined acceptable standards as set and measured by a supervisor or organization 

while efficiently and effectively utilizing available resources in a changing environment (Jaafaru et al, 

2023). 

As affirmed by Fuertes et al. (2020), exceptional employee performance plays a pivotal role in 

delivering high-quality services to customers and enhancing the organization's profitability. These 

advantages stemming from improved employee performance tend to establish a sustainable 

competitive advantage over the long term. The enthusiasm and dedication of employees are commonly 

heightened when fellow employees or managers within the organizations are effectively fulfilling their 

respective roles. How the organization engages with and communicates with its employees significantly 

contributes to enhancing employee performance, serving as a wellspring of motivation and the 

acquisition of fresh insights and abilities (Jiang et al., 2020). 

2.2 Theoretical Review  

Fiedler’s Contingency Theory 

The theory of contingent leadership developed by Fiedler (1967) as cited in Armstrong (2009) 

stated that the type of leadership exercised depends to a large extent on the situation and the 

ability of the leader to understand it and act accordingly. This is sometimes called situational 

leadership. This leadership style depends on the readiness of the followers because it is their 

action that determines effectiveness. Fiedler wrote: “Leadership performance depends as much 

on the organization as on the leader’s attributes”. Fiedler pointed out that the performance 

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of a group is related both to the leadership style and to the degree to which the situation provides 

the leader with the opportunity to exert influence (Armstrong, 2009). Fiedler considered a 

person’s leadership style is relatively fixed and difficult to change; therefore, the basic idea is to grow 

the leader’s style with the situation most favourable for his or her effectiveness. By 

diagnosing leadership style and organizational situation, the correct fit can be arranged (Daft, 

2013). Porter et al., (2006), effective group performance relies upon the correct balance between the 

leader’s style of interacting with the staff and how much influence and control the situation gives the 

leader. 

Systems Theory  

Because of its origins in multiple disciplines, systems theory is meant to apply to organisms and human 

behaviors in different disciplines (Kast & Rosenzweig, 1972). When applied to communication, the 

systems theory is meant to understand the interconnectedness of human communication and not just 

focus on one aspect of it (Scott, 1974). According to systems theory, components of each system are 

structured in a hierarchical ordering, and components are interdependent with one another in the 

system to the extent that one component cannot function without the support of other components. At 

the organizational level, the organizations and other organizations in the environment are also 

interdependent on one another. The outcome of an organization’s communication has consequences 

on its functioning and hence it can be seen in its overall performance. Various theories have attempted 

to explicate this contingency view of organization-environment relationships. 

2.3 Empirical Review 

Idowu (2019) conducted a study to examine the impact of leadership styles on employees’ work 

performance in some selected southwestern Nigerian private Universities. The study aims to study the 

impact of the different leadership styles on employees’ work performance in some selected south-

western Nigerian Private Universities. The survey research design was used for this study. The results 

revealed that Universities driven by the desire to achieve better performance from his/her employees 

should try to exhibit more transformational and transactional leadership styles and less laissez-faire 

and autocratic leadership styles. 

Sigroha and Gaurav (2021) conducted a study to evaluate the relationship between styles of 

communication and their impact on employees’ performance in public and private hospitals of the 

National Capital Region of India. The study aims to evaluate four styles of communication (passive, 

passive-aggressive, assertive, and aggressive) predicting the different dimensions of employees’ 

performance in the hospitals. The survey research design was used for this study. The results revealed 

that an assertive style of communication is best for employees’ performance, it is much more productive 

for hospitals as well as for patients and it creates standards for hospitals and helps to achieve the goals 

of the hospitals 

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Volume 13 Issue 1, January-March 2025 

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Beauty and Aigbogun (2022) conducted a study to examine the impact of styles of leadership on 

employees’ performance at Turn-all Holdings Ltd, Harare, Zimbabwe. The study aims to evaluate the 

impact of styles of leadership on employees’ performance, mainly the impact of transformational, 

transactional, and laissez-faire leadership styles at Turn-all Holdings Ltd, Harare. A quantitative 

approach, a descriptive survey research design, and a structured questionnaire were used for this 

research. The results revealed that transformational and laissez-faire styles significantly positively 

impact employee performance, whilst, transactional leadership is found to have a negative impact. 

Jaafaru et al, 2023) conducted a study to examine the effect of communication on employee 

performance of Fazim Global Concept in Gombe, Nigeria. The study aims to assess the significant 

relationship between forms of communication and employee performance of the Fazim Global Concept. 

A survey research design was used for this study. The result revealed that communication plays a very 

significant role in improving employees’ performance at Fazim Global Concept Gombe. 

3. Methodology  

The research design for this study was essentially descriptive to enable the researcher to investigate the 

statement of the problem under study. Descriptive research is research that specifies the nature of a 

given phenomenon. It applies a systematic explanation of situations. This type of research is expected 

to help in decision-making. They are prerequisites for inferences and generalizations. The research 

involves the selection of specific numbers of manufacturing firms within the southeastern region from 

which the desired number of respondents were chosen in other to investigate the effect of the 

Participatory Management Style on Employee Performance in sustainable Manufacturing firms in 

South Nigeria. The respondents received the appropriate and sufficient instructions they needed to 

complete the survey. Sections include: 

Section A: Demographic characteristics  

Demographic characteristics on which data were collected include gender, age, marital status, and 

highest level of education. 

Section B  

This section contains questions on the constructs – Leadership styles, Communication Styles, and 

employee performance. The three constructs were measured using a 4 - 4-point Likert scale where “1” 

= Strongly Agree (SA), “2” = Agree (A), “3” = Disagree (D), and “4” = Strongly Disagree (SD). The 

Cronbach Alpha reliability test was used to determine the questionnaire's internal consistency and 

reliability. Since the scale's alpha values were higher than 0.7, all the constructs showed high reliability. 

Cronbach alpha should be greater than 0.7, according to Nunnally [1]. Table 2 provides a summary of 

the reliability analysis. 

Table 2: Summary of Cronbach’s Alpha levels for the construct 

Variable name Cronbach’s Alpha Number of items Decision 

Leadership styles 0.708 5 Fit for use 

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Communication Styles 0.823 6 Fit for use 

Employee performance  0.767 5 Fit for use 

Questionnaire Administration  

With the help of some trained research assistants, copies of the questionnaire were self-administered 

throughout the southeastern state. The study's participants were assured of their confidentiality and 

were made aware of this fact by each research assistant, a finite population of 853 was obtained from 

the firm’s human resource department, after which a total sample of 272 was obtained for the study 

using the Taro Yamane formula. 272 copies of the questionnaire were distributed and 237 

questionnaires were returned which accounted for an 87% return rate of the questionnaire. 

Data Analysis techniques  

Data collected were analyzed using both descriptive and inferential statistics with the aid of the 

Statistical Package for Social Sciences (SPSS). While descriptive statistics was used to describe the 

socio-demographic characteristics of the respondents, Simple linear regression analyses were used for 

further analysis. All the hypotheses were tested at a 0.05 level of significance. 

4. Results and Discussion 

Socio-Demographic Information of Respondents  

This section presents information about the sex, age of respondents, marital status, and highest 

educational qualification of respondents (Table 3). The information provided here was analyzed using 

frequency count and percentage. 

Table 3: Socio-demographic characteristics of respondents 

All Demography characteristic s Frequency Percent (%) 
Sex Male 

Female 
197 
40 

83% 
17% 
 

Age of respondents Under 20 
20 - 29 
30 – 39 
40 – 49 
50 – 59 
60 and above 

17 
67 
72 
53 
18 
10 
 

07% 
28% 
30% 
22% 
08% 
04% 

Marital status Single 
Married 
Separated/Divorced 
Widowed 

137 
89 
09 
02 

58% 
36% 
04% 
01% 
 

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Highest Educational Qualification Primary Education 
Senior Secondary School 
NCE 
HND 
Bachelor’s degree 
Post Graduate Qualification 
Others 

17 
28 
30 
49 
71 
21 
21 

07% 
12% 
13% 
21% 
30% 
09% 
09% 

Table 3 is the demographic profile of the respondents which reveals a predominantly male composition, 

with males comprising 197 out of a total of 237 participants, accounting for 83% of the sample. In terms 

of marital status, the majority of participants are single, constituting 58% of the sample, while 36% are 

married. The age distribution shows that the largest portion of participants falls within the 30-39 age 

group, with 72 individuals (30%), followed closely by the 20-29 age group, comprising 67 individuals 

(28%). The representation decreases with age, with only 4% of participants being 60 years and above. 

Regarding academic qualifications, the sample demonstrates a varied educational background, with the 

highest proportion holding a Bachelor's degree (71 individuals, 30%), followed by HND (Higher 

National Diploma) at 49 individuals (21%) and NCE (Nigerian Certificate in Education) at 30 

individuals (13%). Other qualifications include Senior Secondary School (28 individuals, 12%), 

Postgraduate degrees (21 individuals, 9%), and 21 individuals (9%) with qualifications classified as 

"Others". 

In summary, the demographic profile showcases a predominantly male, relatively young, and well-

educated sample. The majority of participants are single, with a significant portion having attained at 

least a Bachelor's degree. The age distribution skews towards younger age groups, with the highest 

representation in the 20-39 range, indicating a younger demographic profile. This data provides 

valuable insights for understanding the characteristics and composition of the sample population, 

which can be essential for various research or decision-making purposes. 

Results 

The test for the various study objectives is presented in this section. These individual objectives were 

examined using linear regression analysis. The analyses of linear regression were conducted using the 

Enter method. The findings are listed below.: 

Objective One: 

Leadership styles have no significant effect on Employee Performance in Sustainable Manufacturing 

firms in Enugu State Nigeria. 

The ANOVA table (Table 4) shows that at a 0.05 significance level, the model is significant for predicting 

the impact of Leadership styles on employee performance (F = 29.618; p = 0.002) among the several 

selected firms in southeast Nigeria. There exists a low correlation between the observed and predicted 

values of the variable, economy of the community (R = 247). In contrast, only 21.99% (Adjusted R2 = 

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0.2199) of the variance for respondents’ employee performance was accounted for by Leadership styles 

(Table 5). 

Table 4: Anova Table showing the goodness of fit table 

Model  Sum of 

squares 

Df Mean 

Square 

F Sig 

1 Regression 33.297 1 33.297 29.618 0.002 

 Residual 265.321 236 1.1242   

 Total 298.618 237    

a. Dependent Variable: Employee performance  

b. Predictors: (Constant), Leadership styles 

Table 5: Predictive Power of the Leadership styles on employee performance  

Model R R Square Adjusted R 

Square 

Std Error of Estimate 

1 0.247 0.311 0.2199 1.61360 

a. Predictors: (Constant), Leadership styles 

Notwithstanding, Table 6 indicates that Leadership styles significantly affect employee performance 

(p=0.000). For every unit increase in Leadership styles, the employee performance increases by 0.301. 

Table 6: Impact of Leadership styles on employee performance 

  Unstandardized 

coefficient 

Standardized 

coefficient 

T Sig 

Mode

l 

 B St. Error Beta   

1 Constant 2.922 0.038  97.4

0 

0.000 

 Leadership styles 0.301 0.0102 0.292 29.51 0.000 

a. Dependent Variable: Employee performance  

Objective Two: 

Communication Styles have no significant effect on employee performance in sustainable 

Manufacturing firms in South Nigeria. 

Table 7 shows that the model is significant for predicting the health of the people in the benefitting 

communities (F = 21.371; p = 0.003). However, Table 8 shows that the correlation between the observed 

and predicted values of the variable, the health of the benefitting community is low (R=0.300). 

Moreover, only 50.1% (Adjusted R2 = 0.501) of the variance for employee performance was accounted 

for by Communication Styles. 

Table 7: Anova Table showing the goodness of fit table 

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Model  Sum of 

squares 

Df Mean 

Square 

F Sig 

1 Regression 17.003 1 17.003 21.371 0.003 

 Residual 187.763 236 0.7956   

 Total 204.766 237    

a. Dependent Variable: Employee performance  

b. Predictors: (Constant), Communication Styles 

 

 

Table 8: Predictive Power of the Communication Styles on the Employee Performance 

Model R R Square Adjusted R 

Square 

Std Error of Estimate 

1 0.300 0.589 0.501 2.34958 

a. Predictors: (Constant), Communication Styles  

Table 9 however indicates that the employee performance in the firms is significantly influenced by 

Communication Styles (p=0.003). As the employee performance increases by 0.284 for every unit 

increases in Communication Styles. In this case, we agree that Communication Styles affect employee 

performance across the study area. 

Table 9: Impact of Communication Styles on employee performance 

  Unstandardized 

coefficient 

Standardized 

coefficient 

t Sig 

Mod

el 

 B St. Error Beta   

1 Constant 14.42 2.3380  6.19

0 

0.000 

 Communication Styles 0.284 0.102 0.292 2.77

8 

0.007 

b. Dependent Variable: Employee performance  

5. Conclusion 

The findings of this study underscore the pivotal role of participatory management in enhancing 

employee performance within manufacturing firms in Enugu State, Nigeria. Leadership styles that 

embrace participation and inclusivity have demonstrated a significant positive effect on employee 

performance. When leaders engage employees in decision-making processes, it fosters a sense of 

ownership and accountability, which in turn boosts productivity, job satisfaction, and commitment to 

organizational goals. This alignment between leadership practices and employee aspirations is crucial 

for the dynamic and resource-efficient operations that manufacturing demands. Moreover, the study 

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highlights the critical impact of effective communication styles in driving employee performance. 

Transparent and open communication channels ensure that employees are well-informed, valued, and 

motivated to contribute their best efforts. This, in turn, leads to enhanced collaboration, innovation, 

and problem-solving capabilities within the workforce. By fostering a culture of open dialogue and 

feedback, manufacturing firms in Enugu State can harness the full potential of their human capital, 

thereby achieving greater operational efficiency and sustainability. 

 The implementation of participatory management practices, characterized by inclusive leadership and 

robust communication strategies, has been shown to significantly improve employee performance in 

manufacturing firms in Enugu State. These findings provide valuable insights for managers and 

policymakers seeking to enhance organizational performance through human-centered management 

approaches. By embracing participatory management, firms can not only improve their sustainability 

outcomes but also create a more engaged, productive, and satisfied workforce. This research 

contributes to the broader understanding of effective management practices in the context of 

sustainable development, offering a roadmap for other regions and sectors aiming to achieve similar 

successes. The study concluded that Participatory Management has significant effect on Employee 

Performance in Manufacturing firms in Enugu State Nigeria. 

Recommendation  

Based on the findings that participatory management, inclusive leadership styles, and effective 

communication significantly enhance employee performance in manufacturing firms in Enugu State, 

Nigeria, the following recommendations are proposed: 

i. Offer training programs for managers to develop inclusive leadership skills. Focus on fostering 

empathy, active listening, and collaborative decision-making in other to improve employee 

performance. Establish mentorship programs where experienced leaders can guide and support less 

experienced managers in adopting participatory practices. Recognize and reward leaders who 

effectively engage their teams and demonstrate the benefits of participatory management. 

ii. Create an open communication culture where transparency is prioritized. Ensure that 

information flows freely across all levels of the organization. Use multiple communication platforms to 

keep employees informed about organizational goals, changes, and progress toward sustainability 

objectives. Develop interactive platforms such as intranets, suggestion boxes, and digital forums to 

facilitate continuous and open dialogue between management and employees. 

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Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

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Email: contact@americaserial.com 

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Impact Factor: 6.41 

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Volume 13 Issue 1, January-March 2025 

ISSN: 2836-9416 

Impact Factor: 6.41 

Journal Homepage: https://americaserial.com/Journals/index.php/ARJEFM, 

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