Health Workers’ Commitment in Decision-Making and the Performance of Health Institutions

Employees’ engagement in organizational decision-making shows that each employee is a different person, not just a component of a mechanism.  Employees’ commitment to decision-making has not been very effective in public institutions because of management's reluctance to share power, non-liberal information sharing, a crisis of confidence, and a lack of preparedness on the part of workers' representations. This study aims to examine employee involvement in decision-making on health facilities’ performance in the Asunafo South District of the Ahafo Region of Ghana. The study used a descriptive quantitative cross-sectional survey design, and multi-stage sampling was used to select the study respondents. 396 employees who met the study inclusion criteria were recruited to take part in this study. Stata version 17.0 was used to analyze the collected data. Descriptive statistics were used to provide the frequencies, measurement of the central tendency (mean), and percentage. Inferential statistics were also used in this study to perform reliability analysis, Pearson correlation, and multiple regression analysis. Employees' level of engagement in the decision-making process in the various health facilities was low. In this study, employees’ engagement in decision-making did not show any statistically significant (0.2%) relationship with health facilities' performance. Most of the factors listed are obstacles that affect employees' engagement in the decision-making process. Many of the various items on employee engagement also influence the performance of health facilities. There was low employee engagement in decision-making in this study. The study also found no significant effect of employee engagement on health facilities’ performance.

Employees’ engagement in organizational decision-making shows that each employee is a different person, not just a component of a mechanism.  Employees’ commitment to decision-making has not been very effective in public institutions because of management's reluctance to share power, non-liberal information sharing, a crisis of confidence, and a lack of preparedness on the part of workers' representations. This study aims to examine employee involvement in decision-making on health facilities’ performance in the Asunafo South District of the Ahafo Region of Ghana. The study used a descriptive quantitative cross-sectional survey design, and multi-stage sampling was used to select the study respondents. 396 employees who met the study inclusion criteria were recruited to take part in this study. Stata version 17.0 was used to analyze the collected data. Descriptive statistics were used to provide the frequencies, measurement of the central tendency (mean), and percentage. Inferential statistics were also used in this study to perform reliability analysis, Pearson correlation, and multiple regression analysis. Employees' level of engagement in the decision-making process in the various health facilities was low. In this study, employees’ engagement in decision-making did not show any statistically significant (0.2%) relationship with health facilities' performance. Most of the factors listed are obstacles that affect employees' engagement in the decision-making process. Many of the various items on employee engagement also influence the performance of health facilities. There was low employee engagement in decision-making in this study. The study also found no significant effect of employee engagement on health facilities’ performance.