Empowering Voices: Mixed Study of DecisionMaking Structures, Employee Engagement and Organizational Sustainability in Public and Private HEIs

Abstract

This study examines the relationship between centralized decision-making by employers and employee recalcitrant behavior in public and private universities in Lahore, Pakistan, with a focus on its implications for organizational sustainability. Utilizing a mixed-methods approach, the research incorporates data from 355 survey responses analyzed quantitatively using structural equation modeling and qualitative insights from 30 in-depth interviews. Key findings indicate a significant positive association between centralized decision-making and recalcitrant behavior (β = 0.561, p < 0.001), as faculty members reported dissatisfaction, noncompliance, and organized resistance to authoritarian management practices. Thematic analysis of qualitative data revealed that employees perceive exclusion from decision-making as a breach of psychological contracts, fueling frustration and defiance. These findings underscore the detrimental impact of centralization on employee morale and performance, emphasizing the need for participatory governance to foster organizational engagement and sustainability. The study is limited to education sector but
contributes significantly to the literature on organizational behavior by demonstrating the psychological and practical consequences of decisionmaking structures and offering actionable recommendations for academic leadership. This has original insights for future research into the employee turnover, retention and performance in the universities as well as organizational sustainability and performance.