The Role of Employee Participation in Decision-Making on Organisational Commitment: A Study of NNPC Retail Limited, Abuja

This research explores the role of employee participation in decision-making processes on organisational commitment at NNPC Retail Limited in Abuja, North Central Nigeria. State-owned enterprises in Nigeria frequently operate hierarchical, top-down management structures that limit employee voice in key decisions, with consequences for staff motivation and organisational identity. The study employs a descriptive research design, with 145 employees across administrative and operations functions selected through stratified random sampling. Data are collected via structured questionnaires complemented by interviews with seven departmental managers. Allen and Meyer's Three-Component Model of Organisational Commitment provides the theoretical framework, enabling differentiation between affective, continuance, and normative commitment dimensions. Findings indicate that employees who regularly participate in departmental meetings and are consulted in operational decision-making demonstrate significantly stronger affective commitment than those in non-participatory environments. The study also reveals that perceived influence over immediate work conditions is more motivationally significant than participation in strategic organisational decisions. Barriers to participation, including hierarchical norms, fear of victimisation, and poor communication channels, are documented. Recommendations include the establishment of formal employee consultative committees, anonymous suggestion systems, and training for managers on participatory leadership behaviours. By examining a national oil corporation subsidiary, this research generates HRM insights relevant to broader public enterprise reform discussions in Nigeria. Keywords: Employee Participation, Decision-Making, Organisational Commitment, NNPC, Public Enterprise.