Involving more individuals in the decision-making process generally leads to better decisions because greater knowledge or expertise is brought to bear on the problem.
Involving employees in the decision-making process increases the probability that important issues affecting the decision will surface.
Involving employees in decision can help to generate a wider range of values and perspectives, representing the range of issues and concerns at stake in the decision.
Increasingly, we are aware that neither the labor force nor the marketplace is homogenous in background, values, or needs. Reflecting the customer profile in the decision-making group can be a competitive advantage.
When employees contribute to the decision-making process, they tend to have a greater commitment to implementing a decision, because they understand the reasons behind the decision.
When employees are involved in the decision-making process, they will often be able to identify potential obstacles to implementing the decision as well as ways to avoid them. Kathleen Rhodes, a technical manager at U.S. West, says “Being a technical manager helps employees to understand the overall concept of [our work]. Plus, they have to tap into every part of the organization to solve problems. People who work in the front row for long enough can do it all because they’ve seen it all” (quoted in Lieber, 1999).
Being involved in the decision-making process will enhance employees’ skills and abilities, and help them to grow and develop as organizational members. »