Leveraging Employee Participation and Procedural Justice for Effective Decision-Making in Selected Public Organizations in Jos Metropolis

The present-day workplace is constantly evolving and constitutes a vital challenge for effective decision-making. Many public organizations struggled to create systems that effectually foster solution-oriented decisions. For instance, a new McKinsey Global Survey revealed that 80% of organizations failed to excel due to delayed and bad decision-making. To address the issues of delayed and bad decision-making issues, this study examines procedural justice's mediating role in the relationship between employee participation and decision in public organizations among selected public policy-making organizations in Plateau State. The study adopted the quantitative research method with a survey (cross-sectional) design on a sample size of 400 employees. Furthermore, the study employed multiple regression tools for analysis using the Statistical Package for Social Sciences (SPSS) software version 27. Results revealed employee participation is a positive and significant predictor of effective decision-making and procedural justice. Similarly, procedural justice has a positive and significant link with effective decision-making, and equally mediates the relationship between employee participation and effective decision-making. It was recommended that elements of employee participation and procedural justice be combined for effective decisions and resolutions to issues. The study makes a new contribution in establishing a partial mediating effect of procedural justice in the nexus between employee participation and decision-making in the federal public service of Jos, Plateau State.In other words, when employee participation in organizational process consists of leadership, team involvement, program engagement, and individual responsibility can be coordinated by procedural justice of fairness, respect and transparency to foster effective decision-making.