ABSTRACT
The current dynamic working environment and stiff competition in the market necessitates that organization adopt flexible, adaptive and competitive techniques to be able to adjust to dynamism in market conditions Employees are the most key asset in any organization and its prospect success depends on more involvement of their employees to stir creativity and innovation. Involving employees can improve the organization in many ways like in creativity, changes in behaviour at work, and workplace decision making. In spite of the increased demand for employees’ commitment to the organizations objectives, employees’ participation and involvement in the development and implementation of the organizations systems, programs and processes well executed in most state corporations. The main objective of this study was to investigate the effects of employee participation on organizational commitment. The study was informed mainly by three theories namely; Agency theory, Kanter’s theory on structural empowerment and Edgar Schein Organisational Culture theory. The study adopted a descriptive research design. The population of the study comprised 550 employees working in National Museums of Kenya Nairobi County. The study used stratified random sampling because it enabled generalization of larger population. A questionnaire was used to collect data. The data was analyzed using SPSS Version 22 and used descriptive statistics and Multiple Regression analysis to determine the effects of employees’ participation on organizational commitment in State Corporations in Kenya. The findings were presented using tables, percentages, tabulations, means and other central tendencies. The study found out that employee participation is highly practised in National Museum through team’s encouragement in production of output, timely communication to employees, consultation on allocation of duties and timely adherence to policies regarding welfare of the employees. On individual and supervisor support the study found out that employees are left to work without interference, supervisors are available for employees to discuss their concerns, worries and suggestions and employees are given opportunity to solve problems connected with their work. Organizational justice was undertaken in the National Museums through employees being given autonomy and freedom in their work, supervisor informs employees thoroughly on issues that concern them and that employees are treated with trustworthiness. The regression equation shows that employee participation, individual and supervisor involvement and organizational justice influence organizational commitment of employees in National Museums of Kenya.
