Participation in Administrative Decision-Making and its Relationship to Organizational Commitment: A Field Study on Libyan Air Transport Companies in Tripoli.

Abstract

The Impact of Participation in Managerial Decision-Making on Enhancing Organizational Commitment: A Field Study on Air Transport Companies in Benghazi.

Objective: This study aimed to identify the relationship between the level of employee participation in decision-making and its impact on organizational commitment (Affective, Continuance, and Normative). It also examined the role of administrative centralization as a barrier to this relationship.

Methodology: The study adopted a descriptive-analytical approach. Data were collected via a questionnaire distributed to the entire population of (220) employees at (Libyan Airlines, Afriqiyah Airways, and Buraq Air) in Benghazi using a comprehensive survey method.

Key Findings:

1. The results indicated a moderate level of overall organizational commitment, with "Continuance Commitment" (need-based) ranking first with a relative weight of (78%).
2. There is a significant gap between managers' theoretical perception of participation (High) and its actual practice (Moderate).
3. A strong negative correlation exists between Administrative Centralization and affective commitment, confirming that centralized decision-making weakens employees' emotional belonging.

Recommendations: The study recommends transitioning toward "Balanced Decentralization," delegating more authority to branch managers, and implementing non-material incentive systems to boost affective commitment and reduce organizational alienation.