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Article
Publication date: 1 December 1997

Margaret Erstad

Among the many fashionable management terms, empowerment refers to a change strategy with the objective of improving both the individual’s and the organization’s ability…

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10830

Abstract

Among the many fashionable management terms, empowerment refers to a change strategy with the objective of improving both the individual’s and the organization’s ability to act. Reviews the various themes of empowerment with particular reference to articles published between 1994‐1996 in the journal Empowerment in Organizations. The main themes are: creating an empowerment culture; empowerment as a management strategy; training and development for empowered employees; empowered teams and implementation techniques and empowerment and organizational change in the hospitality industry.

Details

International Journal of Contemporary Hospitality Management, vol. 9 no. 7
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 30 August 2021

Chijioke Nwachukwu, Helena Chládková, Richard Selase Agboga and Hieu Minh Vu

The purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.

Abstract

Purpose

The purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.

Design/methodology/approach

Drawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.

Findings

The results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.

Research limitations/implications

This study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the “cause” and “effect” in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.

Practical implications

Organisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.

Originality/value

This study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

Details

International Journal of Sociology and Social Policy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 11 June 2020

Samina Quratulain, Moh'D Ahmad Al-Hawari and Shaker Bani-Melhem

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via…

Abstract

Purpose

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via perceived empowerment) as well as the contextual factor of supervisory fairness, which affects the strength of the indirect effect. Drawing on social exchange theory, the authors propose that FLEs' perceived organizational customer orientation positively affects their empowerment and indirectly affects innovative behaviors, and that effect is stronger in a high supervisory fairness condition.

Design/methodology/approach

Structural equation modeling of the data collected through a time-lagged survey of 184 employee–supervisor dyads provides support for the hypotheses. From the practitioners' perspective, this study highlights the mechanism through which perceived organizational customer orientation can affect the display of FLEs' innovative behaviors as well as the conditions that strengthen this process.

Findings

Perceived organizational customer orientation was positively related to employees' perceived empowerment. Empowerment was positively associated with supervisor-reported innovative behaviors. The indirect effect of perceived organizational customer orientation through employee empowerment on supervisor-reported innovative behaviors was also confirmed. Supervisory fairness significantly moderated the perceived organizational customer orientation and employee empowerment relationship. Finally, the indirect effect of customer orientation on supervisor-reported innovative behaviors through empowerment was significant for both high supervisory fairness and low supervisory fairness; however, the effect was stronger in a high fairness condition.

Practical implications

Service managers can benefit from these findings by improving the work environment characteristics.

Originality/value

This study makes an important contribution to existing research on perceived organizational customer orientation and FLEs' innovative behaviors as extant research has only examined the direct unmediated effect of customer orientation on innovative behaviors. Moreover, the authors’ moderated mediation model presents a new insight into how perceived organizational customer orientation influences FLEs' innovative behaviors and when this effect is more pronounced.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 1 August 2005

Kay Greasley, Alan Bryman, Andrew Dainty, Andrew Price, Robby Soetanto and Nicola King

This study aims to examine how empowerment is perceived by individuals employed on construction projects. In contrast with previous research which has predominantly been…

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21936

Abstract

Purpose

This study aims to examine how empowerment is perceived by individuals employed on construction projects. In contrast with previous research which has predominantly been conducted from a management perspective, this paper deals with employee perceptions of empowerment.

Design/methodology/approach

A qualitative approach was adopted for this study employing in‐depth interviews on four major construction projects.

Findings

The findings from the study indicate that there can be a gap between the employee experience and the management rhetoric. Health and Safety issues were often cited by the employees as a major barrier to empowerment. The strict Health and Safety regulations under which construction employees operate limit their freedom to influence the work that they undertake. A further factor that was found to have a strong influence on the diffusion of empowerment was the role of the employees’ immediate supervisor.

Research limitations/implications

The data are based on case studies that illuminate our understanding of empowerment in relation to construction projects. This area of research would benefit from alternative research approaches that could establish the generalizability of the findings reported.

Originality/value

This article explores the notion that, as empowerment is a perception, management cannot easily regulate employeesempowerment. This emphasises the importance of exploring employee perspectives when examining employee empowerment and its impact on workplace relations.

Details

Employee Relations, vol. 27 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 4 July 2016

Sung Jun Jo and Sunyoung Park

This paper aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations and suggest an empowerment model based on the…

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3886

Abstract

Purpose

This paper aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations and suggest an empowerment model based on the type of organizational culture and the role of human resource development (HRD).

Design/methodology/approach

By reviewing the classic viewpoint of power, Lukes’ three-dimensional power and Foucault’s disciplinary power, we discuss power and empowerment in organizational contexts.

Findings

Power in organizations can be conceptualized based on the classic view, Foucault and critical view and Lukes’ three-dimensional power. We found that true employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into enhancing motivation and commitment in terms of psychological empowerment and bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment.

Practical implications

HRD needs to critically assess the meaning of power in particular contexts (Morrell and Wilkinson, 2002) before planning and implementing specific training and development interventions for performance improvement and/or organization development interventions for innovation.

Originality/value

This study attempts to review, analyze and discuss issues regarding employee empowerment from HRD perspectives. Implications for the roles of HRD and the empowerment model are proposed.

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Article
Publication date: 19 January 2015

Faisal Alazzaz and Andrew Whyte

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between…

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3195

Abstract

Purpose

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between productivity and employee empowerment.

Design/methodology/approach

The research is based on two engineering fabrication-yard case studies that investigate both qualitatively (via analysis of semi-structured interviews that incorporate a five-point Likert scale, with fabrication-product stakeholders), and also quantitatively (via assessment using SPSS statistical analyses to determine significance and trends in the data-set) the relationship between empowerment and productivity.

Findings

The results reveal a positive linear relationship in off-site construction between “employee empowerment factors” and, explicitly fabrication-yard “productivity-levels”. An especially strong and significant positive correlation is found to exist in resource development, worker involvement, process improvement, and task recognition as they refer to off-site construction productivity.

Practical implications

Most academic studies of off-site construction remain largely anecdotal and lack an empirical objective study; as a result, this (fabrication-yard) case-study research provides a useful approach to measure empirically the link between employee empowerment and productivity of off-site construction.

Originality/value

Employee empowerment in the construction industry has long been a focus of analyses; however, there remains a lack of consensus and very few studies into the direct relationship between employee empowerment on the one-hand, and productivity in off-site construction on the other-hand. It is argued here that the on-going new research undertaken in the present study will go beyond subjective opinion towards objective measurement of actual performance in off-site construction.

Details

Engineering, Construction and Architectural Management, vol. 22 no. 1
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 1 January 2012

Ruta Kazlauskaite, Ilona Buciuniene and Linas Turauskas

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

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7002

Abstract

Purpose

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

Design/methodology/approach

A survey of 211 customer‐contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour.

Findings

A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work‐related attitude, and their role in the HRM‐performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer‐oriented behaviour.

Research limitations/implications

Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment‐performance model to other industries.

Practical implications

In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer‐oriented behaviour.

Originality/value

The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR‐related performance outcomes ‐ employee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer‐oriented behaviour. Besides the role of empowerment in the HRM‐performance linkage is defined and empirically tested.

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Article
Publication date: 20 March 2007

Antonis Klidas, Peter T. van den Berg and Celeste P.M. Wilderom

This paper aims to test four potential predictors of the behavior of empowered employees during the delivery of service to customers.

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12763

Abstract

Purpose

This paper aims to test four potential predictors of the behavior of empowered employees during the delivery of service to customers.

Design/methodology/approach

A questionnaire measuring employees' perceptions of training, performance‐related rewards, customer‐oriented culture, empowering management style, and empowered behavior was filled out by 356 frontline employees of 16 luxury hotels in seven European countries. These statistical analyses removed common‐method bias.

Findings

Results of regression analyses at the department level showed that two means of control – customer‐oriented culture and empowering management style – correlated significantly with empowered behavior.

Research limitations/implications

The survey tool would benefit from further refinement. Creative replications of the survey in different service or hotel settings may benefit service managers, consultants as well as consumers, ultimately.

Practical implications

A direct implication of this study's findings is that in luxury hotel service settings, enhancement to employee empowerment may be achieved through careful management and organizational development. If done well, service enhancements may be within reach.

Originality/value

In prior research, employee empowerment has been identified as an important means to increase customer satisfaction. The present study contributes to a greater and more specific understanding of how employee empowerment can be attained in luxury European hotels.

Details

International Journal of Service Industry Management, vol. 18 no. 1
Type: Research Article
ISSN: 0956-4233

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Article
Publication date: 20 August 2018

Beatriz García-Juan, Ana B. Escrig-Tena and Vicente Roca-Puig

The purpose of this paper is to contribute to the understanding of how to raise organizational performance in public sector organizations through human resource…

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1252

Abstract

Purpose

The purpose of this paper is to contribute to the understanding of how to raise organizational performance in public sector organizations through human resource management. Specifically, this paper aims to investigate the link between structural empowerment and organizational performance, and the mediating role of the psychological empowerment of employees.

Design/methodology/approach

The authors apply multilevel structural equation modeling using a sample of 103 local governments’ managers and 461 employees from Spain.

Findings

The results show that structural empowerment is positively associated with organizational performance. Surprisingly, this relationship is not mediated by psychological empowerment, although it is a powerful antecedent of organizational performance.

Originality/value

In the context of new public management, structural empowerment emerges as a useful component of human resource management for improving organizational performance in public sector organizations. Nevertheless, scant research has combined structural empowerment practices and employees’ feelings of empowerment, which would create a global view to shed light on their role to increase organizational performance. Therefore, this paper examines the mediating function of psychological empowerment (individual level) in the structural empowerment–organizational performance link (organizational level) in the context of public sector organizations.

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Article
Publication date: 2 February 2010

Tsung‐Hsien Kuo, Li‐An Ho, Chinho Lin and Kuei‐Kuei Lai

The purpose of this paper is to elicit the determinants of information technology (IT) professional work change and investigates the impact of such changes on IT…

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9402

Abstract

Purpose

The purpose of this paper is to elicit the determinants of information technology (IT) professional work change and investigates the impact of such changes on IT professionals. Specifically, this paper investigates the effect of work redesign on two personal outcomes: self‐perceived psychological empowerment and organizational commitment.

Design/methodology/approach

An empirical study is conducted in the field of high‐tech industrial organizations in Taiwan. Data collected from 40 technological companies, located in the Taipei and Hsinchu Science Parks (n=428), are analyzed using structural equation modeling.

Findings

The results confirm that both work redesign and empowerment generate positive and direct influence on employees' commitment. Specially, the effect of work redesign is amplified on employee commitment through the implementation of employee empowerment.

Practical implications

The conceptual structural equation model provides useful information for managers to improve employees' commitment towards their work and the organizations through the proper employee empowerment policies.

Originality/value

As technology continues to change at a rapid pace, IT professionals are required to adapt to new tasks and enhanced roles. The paper demonstrates how work redesign indirectly but positively influences employees' work commitment and illustrates the mediate effect of employee empowerment on employee commitment.

Details

Industrial Management & Data Systems, vol. 110 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

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