1. Introduction 1.1 Employee Empowerment
Employee empowerment is a term used to express the ways in which non-managerial staff can make autonomous decisions without consulting a boss/manager. Employee empowerment is employees’ actual involvement and influence over organizational processes and decisionmaking. In this era of globalization there is need for employees’ empowerment in organization so that employees will be in position to make uick decision and respond uickly to any changes in the environment. !rganization that are committed to employee empowerment they are in a position to motivate and retain their employees" e mployees" although it’s a complex management tool which needs to be nurtured and handled with a lot of care #$ick et al." %&&'(. % &&'(. Employee empowerment is a motivational techniue that is designed to improve performance if managed properly through increased levels of employee’s participation and self determination. Employee empowerment is concerned with trust" motivation" and decision-making. )hen employees feel that they have choice and can make direct decisions related to their work" this does often lead to a greater feeling of self-worth. *nd an employee who does not feel constantly watched and criticized is more likely to consider work as a positive environment" rather than a negative one. +hus employee empowerment will lead to improving productivity" performance and ,ob satisfaction. +here are two views of empowerment. +he first one is proposed by obbins#0( defining the concept of 1empowerment as a participative management" delegation" and the granting power to lower-level employees to make and enforce decisions2. +his definition is consistent with a functional view of empowerment. *ccording to this view" a manager intervenes to delegate more of his or her power to employees" to reduce direct supervision and to provide overall vision. +he employees en,oy more flexible ,ob descriptions. +his framework presupposes that the amount of power in the organization is fixed3 hence the management can simply distribute its power throughout the hierarchy to empower the employees. +his way" an organization could achieve the goals of the employee empowerment creating better business outcomes" happier and motivated workforce. %
+he second view of empowerment is proposed by +homas and 4elthouse 4elthouse #%&&(. +hey define it in term of cognitive motivational concept or psychological empowerment. It is mainly based on the following five tasks related cognitions5 #%( choice fullness" i.e." the employee’s feelings of choosing what work activity they ought to put their effort on" #( meaning" i.e." the employees’ determination of the intrinsic value of a particular work role" #6( competence" i.e." self-belief in the employee’s ability to fully perform specific tasks" tasks " #'( self-determination" i.e." the employee’s belief that he or she has control over decisions about work-related activities and behaviors" #0( impact" i.e." the employee’s belief that his or her actions can make a difference in the organization strategies" tactics" and outcomes.
1.2 Employee Empowerment Empowerment Definition
+he !xford dictionary defines the verb 7empower7 as 7to enable7. +hus" empowerment implies more than simply sharing power or authority. Every organization that is involved in the empowering employees defines empowerment according to its usefulness and scope in practice. Even though it is difficult to assign an exact definition to the term empowerment" five general definitions are listed below5%. Employee Employee empowerment empowerment is defined as as 1a transfer transfer of power2 power2 from the the employer employer to the the employees #andolph" %&&0(. . Empowerment Empowerment is is not only only having having the freedom freedom to act" act" but also also having having higher higher degree of responsibility and accountability #8lanchard et al." %&&9(. +his indicates that management must empower their employees so that they can be motivated" committed" satisfied and assist the organization in achieving its ob,ectives. 6. Empowerment Empowerment is is the process process of of enhancing enhancing feelings feelings of self-effic self-efficiency iency among among organizational members through the identification of conditions that foster powerlessness and through their removal by formal organizational practices and informal techniues of providing effective information #:onger ;
awler" %&&0(.
+he second view of empowerment is proposed by +homas and 4elthouse 4elthouse #%&&(. +hey define it in term of cognitive motivational concept or psychological empowerment. It is mainly based on the following five tasks related cognitions5 #%( choice fullness" i.e." the employee’s feelings of choosing what work activity they ought to put their effort on" #( meaning" i.e." the employees’ determination of the intrinsic value of a particular work role" #6( competence" i.e." self-belief in the employee’s ability to fully perform specific tasks" tasks " #'( self-determination" i.e." the employee’s belief that he or she has control over decisions about work-related activities and behaviors" #0( impact" i.e." the employee’s belief that his or her actions can make a difference in the organization strategies" tactics" and outcomes.
1.2 Employee Empowerment Empowerment Definition
+he !xford dictionary defines the verb 7empower7 as 7to enable7. +hus" empowerment implies more than simply sharing power or authority. Every organization that is involved in the empowering employees defines empowerment according to its usefulness and scope in practice. Even though it is difficult to assign an exact definition to the term empowerment" five general definitions are listed below5%. Employee Employee empowerment empowerment is defined as as 1a transfer transfer of power2 power2 from the the employer employer to the the employees #andolph" %&&0(. . Empowerment Empowerment is is not only only having having the freedom freedom to act" act" but also also having having higher higher degree of responsibility and accountability #8lanchard et al." %&&9(. +his indicates that management must empower their employees so that they can be motivated" committed" satisfied and assist the organization in achieving its ob,ectives. 6. Empowerment Empowerment is is the process process of of enhancing enhancing feelings feelings of self-effic self-efficiency iency among among organizational members through the identification of conditions that foster powerlessness and through their removal by formal organizational practices and informal techniues of providing effective information #:onger ; awler" %&&0(.
0. Empowerment Empowerment is is a state state of mind. mind. *n *n employee employee with with an empowered empowered state state of mind mind experiences feelings of %( control over the ,ob to be performed" ( awareness of the context in which the work is performed" 6( accountability for personal work output" '( shared responsibility for unit and organizational performance" and 0( euity in the rewards based on individual and collective performance #?ohammed et al." %&&=(. *ccording to @ummuda and Aulaimi #%&&B(" :onger and
empowerment as a uality achiever as well as a motivator empowerment as an organizational process" a whole restructuring involvement of every member in the organization3 as an individual or selfmanaged team powerlessness in organizations as a barrier to the adoption of empowerment formal and informal practices and techniues to implement empowerment
1.3 Benefits of Empowerment
Empowerment is a principle that was implemented along with +otal Cuality ?anagement. Its purpose was primarily to enable and authorize employees to make products as good as possible. +he obvious benefit was an increase in uality along with a reduction in warranty costs. !ther benefits of empowerment also evolved into obvious excuses excus es for implementation of the principle. *ccording to experts . ipley and ?. ipley #%&&( and Dpatz #( empowerment will5 •
increase motivation to reduce mistakes and have individuals take more responsibility for
•
their own actions increase the opportunity for creativity and innovation assist the continuous improvement of processes" products" and services improve customer satisfaction by having the employee closest to the customer make
•
rapid" relevant decisions increase employee loyalty" while at the same time reducing turnover" absenteeism" and
• •
illness increase productivity by increasing employee pride" self-respect" and self-worth •
use peer pressure and self-managing team methods for employee control and productivity relieve middle and upper management from being the 1control dogs2 and from doing lower level tasks" thereby allowing more time for strategic planning and achieving a 6
greater market share and customer satisfaction increase the bottom line by such methods • • • •
as reducing waste and building uality while meeting customer reuirements increase upper management’s time for development of the top line #sales and revenue( maintain and increase competitiveness increase trust and cooperation with management increase communication among employees and divisions
1.4 Empowerment Empowerment Misconceptions
+he benefits of employee empowerment can be easily recognized by management" but they can also be easily misconstrued. +wo of the most common misconceptions are that management’s role will be diminished and that management will be eliminated when employees are given more power #@ammuda et al." %&&B(. Diminished role of management
?any managers fear that through the empowerment of employees" the role of managers will diminish until the managerial position will become obsolete. Empowering employees reuires managers to trust more and to 1loosen up the reins.2 !ftentimes" middle management can play a blocking role. Empowerment" however" allows more opportunities for employees. +he managerial role will not be done away with" but rather it will be redefined. +he managerial role becomes one of coach and leader. $ewly empowered employees reuire guidance a nd someone in a position to rally around them. In this new role" managers will not be making the decision for their employees" but they will provide the structure and framework within which the employees themselves can make good decisions #@ammuda et al." %&&B(. More power to employee
Dome owners believe that by empowering employees" the eventual result will be an organization full of empowered employees with no organizational control. +he empowerment of employees can occur in ways that may not reuire giving the employees more power. +he feeling of employee empowerment can be improved by listening and being more responsive to employee comments" providing necessary training" encouragement by management and fellow employees" providing employees with the necessary resources resour ces to do their ,obs" allowing access to relevant '
information and matching employees to their tasks according to training and experience #@ammuda et al." %&&B(.
1.5 hree !eys "pproach to empowerment !en Blanchard #1$$
%$and his associates have provided a clear and practical approach to
creating empowerment. +hey define three interrelated keys that together can create structural empowerment in organizations5 share accurate information widely" create autonomy via boundaries" replace hierarchical thinking with self-managed teams. %. he &irst !ey' (hare "ccurate Information )idely *pen+ sharing of information is crucial to empowerment" since without information people cannot act responsibly" even if they want to. +he problem in most organizations is that top managers are often reluctant to share financial" performance" and strategic information with people throughout the organizational hierarchy. +hey feel that this information is too complex and too sensitive for such sharing. 8ut without the vertical and horizontal sharing of information that is needed to make business decisions" empowerment will go nowhere. Information sharing is the lifeblood of empowerment. . he (econd !ey' ,reate "utonomy -ia Boundaries+ +his key means making sure that individuals and teams know exactly where their responsibilities begin and end. :lear boundaries must be constructed by defining goals" roles" and values" and by designing organizational structures and systems consistent with them. +hese boundaries spell out an area of freedom so that everyone" within this area as well as outside it" knows where to act with autonomy. 6. he hird !ey' eplace /ierarchical hin0ing with (elf+Managed eams+ +he call for greater team emphasis and especially for teams that control their own work has been heard before and often ignored by top man- agers. 8ut much evidence suggests that such teams can have real benefits in todays complex and dynamic business world" especially if they are empowered" self-managed teams. +he collective application of a teams knowledge" skills" and motivation can create a powerful synergistic impact for an 0
organization. *side from increased satisfaction on the part of team member-employees" self-managed work teams have been shown to increase employee commitment" improve management-employee communication" increase efficiency" and reduce costs. +he three keys" when implemented properly and as an interactive package" result in what is known as organizational empowerment. +hat is" rather than simply encouraging people to 7feel empowered"7 the three keys actually make changes in an organizations operating structures. +hese changes create the empowering conditions needed to make empowerment real. )ithout them" empowerment will fail and its promised results will not materialize 1. sychological perspecti-e
)ilkinson’s #%&&=( psychologically employee empowerment affects the employee’s inner natures #e.g. attitudinal shaping(3 their expressed behaviour #e.g. information sharing( or both #e.g. self imaging(. +his form of empowerment is internal state of intrinsic motivation. +homas and 4elthouse #%&&( model depicted that employee empowerment is based on four dimensions or 1task assessment2 that affected a person intrinsic motivation for the ,ob at hand and these are5 the meaning of a value of a task goal or purpose ,udged in relation to
•
Meaningfulness'
•
individual own ideals of standards. ,ompetence competence is an individual’s belief in his or her capability to perform task activities skilfully.
•
•
(elf determination #or choice%
autonomy in the initiation and continuation of work
behaviours’ and processes and impact. erception of the degree to which an individual can influence certain outcomes of work.
In order for the individual to be empowered" the person must experience all four dimensions of empowerment mentioned above. 1. Multidimensional ature of he Empowerment
!ne dimensional approach is not enough to view employee empowerment. Employee empowerment to be effective in organizations" management should view it as part of the system.
9
Fower is a complex interactive process" whereas employee empowerment is an act of developing Higure %. :onceptual framework showing the influence of employee empowerment perceptions and increasing power by working with others. Empowerment involves educating" leading" on employee intent to turnover mediated by power distance and ,ob satisfaction mentoring/supporting" providing" structuring and one that incorporates all the above. +his clearly indicates that empowerment is a multi-dimensional process which involves many elements in an organization. +he multidimensional nature of the empowerment is shown in fig.% which depicts the relationship between empowerment" power distance" intent to leave and ultimately ,ob satisfaction in the organization #Dpreitzer" %&&0(. 1.6 7o8 satisfaction
Gob satisfaction describes how content an individual is with his or her ,ob. Gob satisfaction has been defined as a pleasurable emotional state resulting from an affective reaction to one’s ,ob and an attitude towards one’s ,ob. +he happier people are within their ,ob" the more satisfied they are said to be. Gob satisfaction is not the same as motivation" although it is clearly linked. Gob design aims to enhance ,ob satisfaction and performance3 methods include ,ob rotation" ,ob enlargement and ,ob enrichment. !ther influences on satisfaction include the management style and culture" employee involvement" empowerment and autonomous work groups. Gob satisfaction is a very important attribute which is freuently measured by organizations. Fractical implications of ,ob satisfaction
B
Gob Datisfaction can be an important indicator of how employees feel about their ,obs and a predictor of work behaviors such as organizational citizenship" absenteeism" and turnover #)egge et at." B(. Hurther" ,ob satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. Gob satisfaction has a rather tenuous correlation to productivity on the ,ob and the relationship between satisfaction and performance can be moderated by ,ob complexity" such that for high-complexity ,obs the correlation between satisfaction and performance is higher than for ,obs of low to moderate complexity #Gudge et at." %(.
Importance of Employee (atisfaction
+he effects employee satisfaction has on an organization’s business are numerous. Dome of the most relevant and profitable effects are described below5 $ot only are employee turnover" customer satisfaction" labor costs" and pretax margins •
improved by addressing employee satisfaction" but customers" products" and the •
company itself are also positively affected Frofit and growth are stimulated directly #and primarily( by customer loyalty. :ustomer loyalty is a direct conseuence of customer satisfaction. :ustomer satisfaction is heavily influenced by customer perceptions of the value of services they receive. 4alue is created by satisfied" loyal and productive employees. Employees who feel a sense of teamwork and common purpose" a strong commitment to communication" and managerial empowerment are most able" and willing" to deliver the results that customers expect.
1.$ Elements of 9o8 satisfaction and employee empowerment
*ccording to the review of literature" ,ob satisfaction consists of following elements #@alvorsen 0(5 a. ecognition/*ppreciation c. )ork Environment e. 8enefits/Ferks g. ?anagement/>eadership i. Farticipation/Gob esponsibility *ccomplishment k. :ommunication
b. Hinancial :ompensation d. *dvancement !pportunities f. Dupport/Encouragement h. +raining ,. :hallenging/Fersonal
=
+he literature review also disclosed following elements that contribute most to employee empowerment #@alvorsen 0(5 a. +raining c. Hreedom/*utonomy e. *uthority/Fower g. Aecision ?aking i. esponsibility k. rowth !pportunity
b. $ecessary esources d. Information Dharing f. ?anagement Dupport h. *ccountability ,. ecognition
1.1: eed and (ignificance of (tudy
In I+ sector" organizations are reuired to ad,ust to the rapid changes in business reuirements in the same time while they are coping with fast technological changes as well. +he combinations of these external and internal factors are making the old way of managing the human capital obsolete. In order to deal with this complexity and the continual changes" it is absolutely necessary to include the employees in the decision-making processes. +he concept of empowered virtual work groups is becoming more prevalent in I+ industry. @ence" the employees’ empowerment becomes the key to a successful work environment" but the employees and employers have different aims of empowerment. +he outcomes of the research pro,ect and the analysis of results and conclusions will be beneficial to the employer to understand the importance of employee empowerment and help in reducing turn over" retaining talent employee" increase their motivation" and ,ob satisfaction. *nd help in finding right ways to empower employees to increase their performance. +his study also seeks to find out the elements that lead to empowerment and satisfaction in employees. )hen identified" companies should be able to use these elements as tools to satisfy and empower their employees" thus obtaining more control over turnover" safety" productivity" and product and service uality.
&
2. e-iew of ;iterature Dtudies on employee empowerment5 ulli #2::$% " Docial cognitive theory provided an appropriate framework to integrate empowerment climate" psychological empowerment and ,ob performance behaviours from a multilevel perspective and to subseuently test the resulting relationships. esults lend empirical support to the theoretical distinctiveness of empowerment climate and psychological empowerment but also confirm that the experience of empowerment can be fostered by an empowering work climate. +his is supported by the substantial variance that empowerment climate accounted for in both individual empowerment #'J( and team empowerment #'9J(. +he results further suggest that such a work climate can be created through the provision of access to information" support" resources" opportunity to learn and grow as well as access to formal and informal sources of power !ur results also confirm that taskwork and teamwork behaviours are empirically distinct from their individual analogues of task and contextual behaviours. )hile individual and team empowerment both explained almost eual variance in task behaviours #average '0J(" team empowerment was a stronger predictor of contextual behaviours. +his is also an important finding as it suggests that while individual empowerment may contribute to high performance of one’s tasks.
healthcare industry. Ksing a model that combines the employee’s age" tenure" community time to work" having or not a flexible work schedule" ,ob-rank" and perceived degree of employee empowerment. It may also indicate that employee empowerment has a more relevant effect on employee satisfaction over other employment variables such as salary. +he reported evidence may have two limitations. Hirst" the scope of this research was limited to the analyzed variables. Decond" the sample utilized on this pro,ect was representative of the employee population studied. @owever" it cannot be said to be representative of other employers in healthcare or across industries. Even though limited in its scope" this research pro,ect presented compelling %
and valuable insights on the positive and statistically significant effect of employee empowerment initiatives on employee satisfaction. =eng #2::6%" investigated whether empowerment can work in the collectivism" high power distance and how western concepts of empowerment works in the :hinese context and then finds out which factors influence the effectiveness of empowering progress. Dtudy concluded that an important part of enterprise effectiveness is employee empowerment and their work incentives the empowering elements which impact their working attitudes" satisfaction and performance. +he further way of empowerment management in leader aspect" employee aspect" culture aspect and other effective aspects. Dtudy also supports that less employee control may lead to positive staff satisfaction" emotional well-being and inversely associating with stress. If cultural differences are not well understood by managers" they may actualize those empowered theories in the organization dogmatically" which may affect employees’ performance" ,ob satisfaction and may fail the organizational changing practice. (utherland et al. #2::% " examined the relationship between conscientiousness" empowerment
and ,ob performance among information technology professionals. *n Employee Empowerment Cuestionnaire #EEC(" a :onscientiousness Dcale and a Docial Aesirability Dcale were administered to %% information technology customer service engineers. ?anagers completed a Ferformance Evaluation Cuestionnaire #FEC( for each customer service engineer. +he results indicated a significant relationship between conscientiousness and empowerment. * curvilinear relationship was found between empowerment and performance. /echano-a #2::%> employee empowerment gives ,ob satisfaction to the employees and
associated with positive outcomes. *lthough the relationship between psychological empowerment and ,ob satisfaction was robust" the relationship of empowerment and performance was weak" although still significant. +his is understandable given that perf ormance is determined by many other factors #e.g. supervisor-worker relations" degree of supervision( outside the control of worker" supervisory style" personality of the rater" etc. +hus" empowerment is ,ust one of the many determinants of performance. +he results support gender differences in empowerment3 men report greater confidence in their abilities as well as more meaning in their work. It was also found significant differences in the level of empowerment across service sectors. espondents in call centers and airlines reported the lowest levels of empowerment
%%
whereas bank and hotel front-liners reported significantly higher levels of empowerment and ,ob satisfaction. Bhatnagar#2::5%>
Fsychological empowerment results in organizational commitment and
greater ,ob satisfaction in Indian managers. +he level of psychological empowerment of powersector managers was the highest while the level of organizational commitment of the banking sector was the highest. +he managers of this sector had almost a parallel level of psychological empowerment and organizational commitment. >ooking at these two variables was beyond the scope of this study3 thus future studies may look at the variable of psychological contract and psychological empowerment with organization commitment as a mediating variable. Melhem #2::4%" *ccess to information is an important element
of empowerment. +ransparent
sharing of information is an essential reuirement of empowerment" since employees cannot act responsibly even if they wish to do so without adeuate information. *deuate internal communication is likely to affect the empowerment of employees who deal with customers" ensuring that employees obtain necessary information to plan and deliver effective customer service. Dharing of information about the firm’s vision is also important as this helps to create a sense of meaning and purpose" and enhances an employee’s ability to make decisions that are aligned with the firm’s mission. etter #2::2% " 1Empowerment generally connotes the granting of authority or ability. Employee
empowerment" therefore" means the transferring of some managerial authority" prerogative" or ability to employees.2 *nd yet employee empowerment entails so much more than simply the rigid dispensing of managerial authority. enerally accepted components of employee empowerment include5 Fower" Aecision ?aking" *utonomy" Initiative and :reativity"
,ob meaningfulness" communications" work intensity and personal motivation. 1+he findings are that old attitudes persist and an investment in changing the culture is reuired in order to maximize employee empowerment in new structures.2 ;awson #2::1% " 1Empowerment means making people feel valued by involving them in
decisions" asking them to participate in the planning process" praising them" and continually providing adeuate training and support.2 +he virtues of empowerment and offers these four keys for successfully empowering an organization’s personnel5 Involve your employees in the decision-making process3 involve your employees in the planning process3 offer praise freely3 and provide continual training and support. andolph #2:::%
reiterates that empowerment reuires fundamental changes in an organization
culture" behavior" leadership style" and employees’ shared of risks and responsibilities. +he autocratic leadership style defines the external commitment in term of ,ob description" behaviors" and performance goals for employees. In the other hand" the empowerment means building an organization from an internal commitment paradigm where the employees define their own tasks" action plans" and +he Employee Empowerment goals in the context of the company’s vision and strategy. +he best way to achieve an empowered culture is to adopt multifaceted" counterintuitive and nonlinear processes. +here are three ma,or steps to do this. Hirst" starting and orienting the process of change" second" making changes and dealing with discouragement" and third" adopting and refining empowerment to fit the organization subculture. /ammuda ? Dulaimi #1$$% " +he idea of employee empowerment is a concept that is fairly
unused when compared with the size of the employee population. *lso" empowerment can easily be misconstrued" depending on an organization’s use of the principle. Employee empowerment is closely related to employee involvement" a concept that is easily understood and more uniform throughout organizations. Employee involvement has been defined as 1a participative process to use the entire capacity of workers" designated to encourage employee commitment to organizational success2 #>awler ; ?ohram" %&=&(. +he process comes about by giving employees a combination of information" influence" and/or incentives. @andA ? Bird #1$$%> Empowerment offers much for many people in organizations and
dependent on organizations. Hor the most part the benefits are positive" leading to organizational and individual growth but" as with any ma,or organizational change" there are potential and %6
actual causalities. +he roles that people have learned to play so well in organizations have been perfected at the behest of the organization in its old" pre-empowerment incarnation. *d,usting to the new state of things in the empowered organization reuires an organization to go beyond the minimal obligations that it might adopt in a conventional redundancy situation. +hese standards of excellence are based on full disclosure" patience in managing people through the change process" the provision of the training and information reuired for people to succeed in their new roles" and flexibility in relocating people whose roles are obsolete in the empowered organization. In this respect the interests of the multiple stakeholders in the organization can both be satisfied through good management practice. ar0er ? (laughter #1$$5% euated employee empowerment as management-by-stress strategy
that pushes people and systems to the breaking point by forcing workers to do more. >ack of employee empowerment in organization is considered as a stressor to individual and members of the team. ?anagement has a prerogative duty to ensure that stressors are caused by lack of employee empowerment are minimized by encouraging employee empowerment. Employee empowerment is a management practice" which all managers should practice to improve organizational performance. ?anagement needs to take into account the following facts to ensure that empowerment in their organizations is enhanced and nurtured. !elley #1$$3% distinguished among three types of discretionary empowerment5 routine" creative"
and deviant" available during the service-delivery process. outine discretion is implemented when employees select an alternative from a list of possible actions to do their ,obs. :reative discretion is present when employees develop alternate methods of performing a task. Aeviant discretion" which is not preferred by organizations" involves behaviors outside the scope of an employee’s formal ,ob description and authority. ipley ? ipley #1$$2% in %&B’s the K.D. was losing market share in many industries and
product lines despite superior productivity. 8y now the Gapanese had turned their weaknesses into strengths. 8y pursuing uality" worker empowerment" variety" customization" convenience" and speed in getting to the market" they not only expanded the terms of competition beyond productivity but also found new routes to products as they were made. ?ounting evidence began to suggest that productivity" on the one hand" and uality" worker empowerment" variety"
%'
customization" convenience" and rapid change" on the other" were not only compatible but also mutually reinforcing competitive standards. 4ogt and Marrel #1$$:% argued that power is a complex interactive process" whereas employee
empowerment is an act of developing and increasing power by working with others. In addition" they identified six core dimensions to empower employees in organizations" educating" leading" mentoring/supporting" providing" structuring and one that incorporates all the above. +his clearly indicates that empowerment is a multi-dimensional process which involves many elements in an organization.
3. Methodology esearch design +his chapter is organized in the following subsections namely esearch !b,ectives" esearch @ypothesis" ?ethodology" ?ethod of data collection" Cuestionnaire" Dampling" Aata collection" Aata *nalysis +echniue and Frofile of sample.
%0
3.1 esearch *89ecti-es and /ypothesis
%. +o study the employee empowerment and ,ob satisfaction in I+ industry. . +o find out the relationship between the Employee Empowerment and Gob satisfaction in I+ industry 6. +o determine level of empowerment in different employees depending upon their age" gender" marital status" ualification" tenure" and salary 3.2 esearch /ypothesis /ypothesis+1 5
Employee empowerment has a positive effect/relationship with the degree of
employee satisfaction. /ypothesis+2 5 !lder employees perceive themselves as being less empowered than their younger counterparts. /ypothesis+3 5 Hemale employees perceive themselves as being less empowered than their male counterparts.
/ypothesis+4 5 Employees with a longer work experience perceive themselves as being more
empowered than employees with shorter work experience. /ypothesis+5 5 Employees earning a high salary perceive themselves as being more empowered than employees earning a lower salary. /ypothesis+ 5 ?arried employees perceive themselves as being less empowered than unmarried employees.
/ypothesis+ 5 Employees with a higher level of ualification perceive themselves as being more
empowered than employees with lower level of ualification. *ther research hypothesis /ypothesis+6 5 !lder employees perceive themselves as being more satisfied than their younger
counterparts.
/ypothesis+$ 5 Hemale employees perceive themselves as being more satisfied than their male
counterparts.
/ypothesis+1: 5 Employees with a longer work experience perceive themselves as being more
satisfied than employees with shorter work experience. /ypothesis+115 Employees earning a high salary perceive themselves as being more satisfied than employees earning a lower salary. /ypothesis+12 5 ?arried employees perceive themselves as being more satisfied than unmarried employees.
/ypothesis+13 5 Employees with a higher level of ualification perceive themselves as being
more satisfied than employees with lower level of ualification. %9
3.3 esearch Method
+he survey research method was the basic research design for analyzing the relationship between the Employee Empowerment and Gob satisfaction in I+ industry in and around :handigarh. * uestionnaire is used for assessing employee empowerment and ,ob satisfaction scores of individuals.
3.4 (ampling rocedure and Data ,ollection 3.4.1 (ampling Method
+he sampling procedure used was andom sampling. Eight I+ organizations are selected from the list of I+ companies in and around :handigarh. 3.4.2 (ample (iAe
Dample size consists of %& software engineers working in organizations in I+ sector in and around :handigarh. Aata was collected from the following organizations5 %. *% tech ltd" ?ohali
. Aidon infotech" :handigarh
6. Hidelity" ?ohali
'. IAD Infotech ltd" ?ohali
0. Infosys" :handigarh
9. $et Dolutions" :handigarh
B. Dmart Aata" ?ohali
=. +ech ?ahindera" :handigarh
3.4.3 Method of Data ,ollection
Aata was collected through the use of a uestionnaire which has three separate measuring instruments%. 8iographical Information Cuestionnaire . Employee Empowerment Cuestionnaire 6. Gob Datisfaction Cuestionnaire %B
3.4.4 Data collection instrument
Aata collection instrument used is a Cuestionnaire designed by Aavid >ars @alvorsen#0(. Aetails of uestionnaire are5Cuestionnaire includes 6 uestions #% demographic uestions" %% uestions addressing satisfaction" and %% uestions addressing empowerment( Employee empowerment measured on three elements5 %. Farticipation" defined as the amount or uality of participation employees feel they have in regards to what" when" or how their ,ob responsibilities are to be completed3 . *uthority" defined as the amount of authority an employee has to fulfill assigned ,ob responsibilities3 and 6. esponsibility" defined as the magnitude of responsibility and accountability an employee has. *nd employee satisfaction is also measured on three elements5 %. 4alue" defined as an employee’s sense of value to the company as perceived by the employee3 . ?anagement/>eadership" defined as an employee’s attitude toward the management and leadership of the company3 and 6. +raining" defined as the amount or uality of on-the-,ob training an employee receives. 8ased on the six main elements mentioned above a Cuestionnaire of 6 uestions was prepared
Cuestions % to % in Dection * were designed to obtain demographic data i.e. *ge" ender" ?arital status" Education" >ength of tenure etc.
Cuestions based on elements of employee empowerment in Dection 85 •
•
•
Cuestions 6" 0" =" and %6 identify whether the employees have any input or participation into deciding how their ,ob reuirements will be fulfilled. Cuestions 9 and %B identify if the employees are held accountable and responsible for their actions by upper management. Cuestions " %%" and %' identify if the employees have the authority to perform reuired responsibilities. %=
•
Cuestion is a direct uestion allowing the employees to record their level of
•
empowerment. Cuestions used to identify the top five elements employees think lead to empowerment.
Cuestions based on elements of employee satisfaction in Dection 85 Cuestions %" '" %" and %= identify whether the employees feel valued by the •
•
company. Cuestions % and %0 identify the employees’ level of trust and confidence in
•
supervisors and managers. Cuestions B" &" and %9 identify if the employees received enough training to
•
•
perform the assigned responsibilities. Cuestion %& is a direct uestion allowing the employees to record their level of satisfaction. Cuestions % used to identify the top five elements employees think lead to
employee satisfaction. * five-point >ikert scale was used for simplicity and effectiveness. +he selections in the
>ikert scale were5 #a( disagree strongly" #b( disagree somewhat" #c( neutral" #d( agree somewhat" and #e( agree strongly.
3.5 Data "nalysis echniCue'
:orrelation techniue was applied to determine the correlation between employee empowerment and ,ob satisfaction" *$!4* techniue using DDFD%0 applied to determine the significance of difference of means with respect to age" salary etc. and +-test was applied to determine the significance of difference of means with respect to gender" marital status and ualification. 3.5.1 rofile of the (ample o8tained
+here were %& respondents" whose demographic profile is as shown5Aemographical information of espondents
%&
"ge in ears
%-0 9-6 6%-60 +otal
$o of espondents Fercent &% =6.0 %B %0.9 % .& %& %.
Hemale
$o of espondents Fercent 9= 9.' '% 6B.9
+otal
%&
@ender
?ale
)or0 Eperience in years
L% %- 6-0 9-% +otal (alaryMonth in s.
M%0 %0% to 0 0% to 60% 60% to '0% N'0% +otal Marital (tatus
Knmarried ?arried +otal @ender
?ale Hemale +otal Fualification
rad Fost rad +otal
%.
$o of espondents Fercent % &. 9& 96.6 6 %.% B 9.' %& %. $o of espondents Fercent B 9.' %9 %'.B B9 9&.B = B.6 %.= %& %. $o of espondents Fercent &0 =B. %' %.= %& %. $o of espondents 9= '% %& $o of espondents =B %&
Fercent 9.' 6B.9 %. Fercent B&.= . %.
4. Data "nalysis and Interpretation Hollowing hypothesis has been checked using DFDD. 4arious tests have been done such as +-test" :orrelation and *$!4* to check validity of @ypothesis and following results are obtained as5
4.1 elationship 8etween Employee Empowerment and 7o8 (atisfaction
:orrelation analysis is used to check the following hypothesis5 @ypothesis-%5 Employee empowerment has a positive effect/relationship with the degree of employee satisfaction. Descripti-e (tatistics of employee empowerment and 9o8 satisfaction
Aescriptive Dtatistics Empowerment ?ean Dtd. Aeviation $o. of espondents employee empowerment 6.%== .6'9& %& ,ob satisfaction .90' .B&' %& ,orrelations 8etween employee empowerment and 9o8 satisfaction
:orrelations of means Employee Empowerment Employee Empowerment Fearson :orrelation % Dig. #-tailed( $ %& Gob Datisfaction Fearson :orrelation .B9#OO( Dig. #-tailed( . $ %& OO :orrelation is significant at the .% level #-tailed(.
Gob Datisfaction .B9#OO( . %& % %&
:orrelation test is applied on the Employee Empowerment and ,ob satisfaction using DFDD%0. Hrom the test" Fearson correlation value comes out to be .B9 which is significant at the .% level #-tailed( that shows there is strong positive relation between employee empowerment and ,ob satisfaction. %
4.2 elationship 8etween Employee Empowerment and Demographic
*$!4* has been applied to check is there any relation between employee empowerment and age of employee and to test the following hypothesis as follows5 @ypothesis-5 !lder employees will perceive themselves as being less empowered than their younger counterparts. Hollowing results have been obtained as5 Descripti-e (tatistics of employee empowerment and age
*ge in Pears $o of espondents Empowerment ?ean Dtd. Aeviation Dtd. Error %-0 &% 6.%&9 .60 .69B 9-6 %B 6.%% .66& .B6B 6%-60 % 6.= . . +otal %& 6.%== .6'9& .66 +he above table represents the employee empowerment scores of employees belonging to different age groups. +he mean empowerment score for each category has been mentioned against it. esult of "*<" 8etween employee empowerment and age
Dum of Duares Af ?ean Duare H Dig. 8etween roups .'B& .6& .B .%6B )ithin roups %.0%9 %9 .%%= +otal %.&&' %= Hrom the above analysis made between employee empowerment and age using *$!4*" it is found that p-value #.%6B( has come out to be greater than significant level #.0(" hence there no difference in level of empowerment in older employees and young employees. Do" the hypothesis that older employees will perceive themselves as being less empowered than their younger counterparts is re,ected.
4.2.2 elation 8etween Employee Empowerment and @ender of Employees
+-test has been applied to check is there any relation between employee empowerment and gender of employee and to test the following hypothesis as follows5 @ypothesis-65 Hemale employees perceive themselves as being less empowered than their male counterparts. Hollowing results have been obtained as5 @roup (tatistics
ender ?ale Hemale +otal
$o of espondents 9= '% %&
Empowerment ?ean 6.%B= 6.0 6.%==
Dtd. Aeviation .66B .699 .6'9&
Dtd. Error ?ean .'& .0B .66
+he above table represents the employee empowerment scores of both the genders. +he t-test shows that that there was no significant difference in the mean employee empowerment of men and women. +he p-value for the two mean scores has come out to be .9&9 which is greater than assumed alpha .0" so there is no significant difference in employee empowerment of two genders. Do" the hypothesis that female employees perceive themselves as being less empowered than their male counterparts is re,ected. 4.2.3 elation 8etween Employee Empowerment and )or0 Eperience of Employees
*$!4* has been applied to check is there any relation between employee empowerment and work experience of employee and to test the following hypothesis as follows5 @ypothesis-'5 Employees with a longer work experience perceive themselves as being more empowered than employees with shorter work experience. Hollowing results have been obtained as5 Descripti-e (tatistics of employee empowerment and )or0 Eperience
)ork Experience $o of
Empowerment
in years L%
?ean 6.6
espondents %
Dtd. Aeviation .69'0 6
Dtd. Error .%%06
%- 6-0 9-% +otal
9& 6 B %&
6.%'= 6. 6.=9 6.%==
.660& .69= .60B& .6'9&
.'' .B9B .%606 .66
+he above table represents the employee empowerment scores of employees with varied work experience. esult of "*<" 8etween employee empowerment and )or0 Eperience
Dum of 8etween roups )ithin roups +otal
?ean
Duares
Af
Duare
H
Dig.
.6B&
6
.%9
%.0
.6B'
%.9%9
%0
.%
%.&&'
%=
Hrom the above analysis made between employee empowerment and work experience using *$!4*" it is found that p-value #.6B'( has come out to be greater than significant level #.0(" hence there no relationship in empowerment and work experience of employee Do" the hypothesis that employees with a longer work experience perceive themselves as being more empowered than employees with shorter work experience is re,ected. 4.2.4 elation 8etween Employee Empowerment and (alary of Employees
*$!4* has been applied to check is there any relation between employee empowerment and salary of employee and to test the following hypothesis as follows5 @ypothesis-05 Employees earning a high salary perceive themselves as being more empowered than employees earning a lower salary. Hollowing results have been obtained as5 Descripti-e (tatistics of employee empowerment and (alary
Dalary/?onth in s. $o of espondents Empowerment ?ean Dtd. Aeviation Dtd. Error M%0 B 6.60B .6&% .%'B= %0% to 0 %9 6.6% .600' .=== '
0% to 60% 60% to '0% N'0% +otal
B9 = %&
6.%0' 6.0 6.' 6.%==
.6'= .6' .090B .6'9&
.6&% .%%'9 .' .66
+he above table represents the employee empowerment scores of employees with varied salary. esult of "*<" 8etween employee empowerment and (alary
Dum of Duares 8etween roups .'%& )ithin roups %.0B0 +otal %.&&'
Af ?ean Duare H Dig. ' .%0 .=9B .'=B %' .%% %=
Hrom the above analysis made between employee empowerment and salary using *$!4*" it is found that p-value #.=9B( has come out to be greater than significant level #.0(" hence there no relationship in empowerment and salary of employee Do" the hypothesis that employees earning a high salary perceive themselves as being more empowered than employees earning a lower salary is re,ected. 4.2.5 elation 8etween Employee Empowerment and Marital (tatus of Employees
+-test has been applied to check is there any relation between employee empowerment and marital status of employee and to test the following hypothesis as follows5 @ypothesis-95 ?arried employees perceive themselves as being less empowered than unmarried employees. Hollowing results have been obtained as5 @roup (tatistics
?arital Dtatus Knmarried ?arried +otal
$o of espondents &0 %' %&
Empowerment ?ean 6.%B9 6.B% 6.%==
Dtd. Aeviation .6'6& .69== .6'9&
Dtd. Error ?ean .606 .&=9 .66
+he above table represents the employee empowerment scores of both married and unmarried employees. +he t-test shows that that there was no significant difference in the mean employee empowerment of both married and unmarried employees. +he p-value for the two mean scores 0
has come out to be .66= which is greater than assumed alpha .0" so there is no significant difference in employee empowerment of married and unmarried employees. Do" the hypothesis that married employees perceive themselves as being less empowered than unmarried employees is re,ected. 4.2. elation 8etween Employee Empowerment and ;e-el of Fualification of Employees
+-test has been applied to check is there any relation between employee empowerment and level of ualification of employee and to test the following hypothesis as follows5 @ypothesis-B5 Employees with a higher level of ualification perceive themselves as being more empowered than employees with lower level of ualification. Hollowing results have been obtained as5
@roup (tatistics
Cualification 8achelors Aegree ?asters Aegree +otal
$o of espondents =B %&
Empowerment ?ean 6.%= 6.%' 6.%==
Dtd. Aeviation .60B0 .6B0 .6'9&
Dtd. Error ?ean .6=6 .909 .66
+he above table represents the employee empowerment scores of employees with different level of ualification. +he t-test shows that that there was no significant difference in the mean employee empowerment with different level of ualification. +he p-value for the two mean scores has come out to be .B% which is greater than assumed alpha .0" so there is no significant difference in employee empowerment with different level of ualification. Do" the hypothesis that employees with a higher level of ualification perceive themselves as being more empowered than employees with lower level of ualification is re,ected.
4.3 elationship 8etween 7o8 (atisfaction and Demographic
9
4.3.1 elation 8etween 7o8 (atisfaction and "ge of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and age of employee and to test the following hypothesis as follows5 @ypothesis-=5 !lder employees will perceive themselves as being more satisfied than their younger counterparts. Hollowing results have been obtained as5 Descripti-e (tatistics of 9o8 satisfaction and age
*ge in Pears $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error %-0 &% .9'& .B& .&6 9-6 %B .9'% .0% .9B 6%-60 % 6.6 . . +otal %& .90' .B&' .9= +he above table represents the ,ob satisfaction scores of employees belonging to different age groups. +he mean satisfaction score for each category has been mentioned against it. esult of "*<" 8etween 9o8 satisfaction and age
Dum of Duares 8etween roups .' )ithin roups =.& +otal =.'6%
Af ?ean Duare H Dig. .%% .B&6 .99 %9 .B9 %=
Hrom the above analysis made between ,ob satisfaction and age using *$!4*" it is found that pvalue #.99( has come out to be greater than significant level #.0(" hence there no difference in level of satisfaction in older employees and young employees. Do" the hypothesis that older employees will perceive themselves as being more satisfied than their younger counterparts is re,ected. 4.3.2 elation 8etween 7o8 satisfaction and @ender of Employees
+-test has been applied to check is there any relation between ,ob satisfaction and gender of employee and to test the following hypothesis as follows5 @ypothesis-&5 Hemale employees perceive themselves as being more satisfied than their male counterparts. B
Hollowing results have been obtained as5 @roup (tatistics
ender ?ale Hemale +otal
$o of espondents 9= '% %&
Datisfaction ?ean .9'% .9B9 .90'
Dtd. Aeviation .B=B .=9 .B&'
Dtd. Error ?ean .66= .''% .9=
+he above table represents the ,ob satisfaction scores of both the genders. +he t-test shows that that there was no significant difference in the mean ,ob satisfaction of men and women. +he pvalue for the two mean scores has come out to be .069 which is greater than assumed alpha .0" so there is no significant difference in ,ob satisfaction of two genders. Do" the hypothesis that female employees perceive themselves as being more satisfied than their male counterparts is re,ected. 4.3.3 elation 8etween 7o8 satisfaction and )or0 Eperience of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and work experience of employee and to test the following hypothesis as follows5 @ypothesis-%5 Employees with a longer work experience perceive themselves as being more satisfied than employees with shorter work experience. Hollowing results have been obtained as5 Descripti-e (tatistics of 9o8 satisfaction and )or0 Eperience
)ork Experience in years L% %- 6-0 9-% +otal
$o of espondents % 9& 6 B %&
Datisfaction ?ean .90 .9'% .9'= .=%' .90'
Dtd. Aeviation .6'' .B&& .6&% .6%6 .B&'
Dtd. Error .%== .66B .'&= .%%=' .9=
+he above table represents the ,ob satisfaction scores of employees with varied work experience. esult of "*<" 8etween 9o8 satisfaction and )or0 Eperience
=
Dum of Duares Af ?ean Duare H Dig. 8etween roups .%&6 6 .9' .=% .'=0 )ithin roups =.6B %0 .B= +otal =.'6% %= Hrom the above analysis made between ,ob satisfaction and work experience using *$!4*" it is found that p-value #.'=0( has come out to be greater than significant level #.0(" hence there no relationship in satisfaction and work experience of employee Do" the hypothesis that employees with a longer work experience perceive themselves as being more satisfied than employees with shorter work experience is re,ected. 4.3.4 elation 8etween 7o8 satisfaction and (alary of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and salary of employee and to test the following hypothesis as follows5 @ypothesis-%%5 Employees earning a high salary perceive themselves as being more satisfied than employees earning a lower salary. Hollowing results have been obtained as5 Descripti-e (tatistics of 9o8 satisfaction and (alary
Dalary/?onth in s. $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error M%0 B .B%' .6%6 .%%=' %0% to 0 %9 .909 .6' .=% 0% to 60% B9 .9'0 .9&0 .6& 60% to '0% = .96= . .BB= N'0% .=0 .969' .'0 +otal %& .90' .B&' .9= +he above table represents the ,ob satisfaction scores of employees with varied salary. esult of "*<" 8etween 9o8 satisfaction and (alary
Dum of Duares 8etween roups .%%% )ithin roups =.6 +otal =.'6%
Af ?ean Duare H Dig. ' .= .6'B .='9 %' .= %= &
Hrom the above analysis made between ,ob satisfaction and salary using *$!4*" it is found that p-value #.='9( has come out to be greater than significant level #.0(" hence there no relationship in satisfaction and salary of employee Do" the hypothesis that employees earning a high salary perceive themselves as being more satisfied than employees earning a lower salary is re,ected. 4.3.5 elation 8etween 7o8 satisfaction and Marital (tatus of Employees
+-test has been applied to check is there any relation between ,ob satisfaction and marital status of employee and to test the following hypothesis as follows5 @ypothesis-95 ?arried employees perceive themselves as being more satisfied than unmarried employees. Hollowing results have been obtained as5 @roup (tatistics
?arital Dtatus Knmarried ?arried +otal
$o of espondents &0 %' %&
Datisfaction ?ean .9'B .B .90'
Dtd. Aeviation .=& .B'9 .B&'
Dtd. Error ?ean .== .B6' .9=
+he above table represents the ,ob satisfaction scores of both married and unmarried employees. +he t-test shows that that there was no significant difference in the mean ,ob satisfaction of both married and unmarried employees. +he p-value for the two mean scores has come out to be .0%6 which is greater than assumed alpha .0" so there is no significant difference in ,ob satisfaction of married and unmarried employees. Do" the hypothesis that married employees perceive themselves as being more satisfied than unmarried employees is re,ected. 4.3. elation 8etween 7o8 satisfaction and ;e-el of Fualification of Employees
+-test has been applied to check is there any relation between ,ob satisfaction and level of ualification of employee and to test the following hypothesis as follows5 @ypothesis-B5 Employees with a higher level of ualification perceive themselves as being more satisfied than employees with lower level of ualification. 6
Hollowing results have been obtained as5 @roup (tatistics
Cualification $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error ?ean 8achelors Aegree =B .9'= .='' .60 ?asters Aegree .9BB .969 .09 +otal %& .90' .B&' .9= +he above table represents the ,ob satisfaction scores of employees with different level of ualification. +he t-test shows that that there was no significant difference in the mean ,ob satisfaction with different level of ualification. +he p-value for the two mean scores has come out to be .999 which is greater than assumed alpha .0" so there is no significant difference in ,ob satisfaction with different level of ualification. Do" the hypothesis that employees with a higher level of ualification perceive themselves as being more satisfied than employees with lower level of ualification is re,ected.
4.4 "nalysis of elements employee empowerment and 9o8 satisfaction 4.4.1 atings of Elements of Empowerment
+able shown below contains elements of employee empowerment and their respective scores. Hrom the table it clear that top elements which software engineers in I+ companies thinks leads to empowerment are Hreedom/*utonomy#%.9=J(" Information Dharing#%9.=B(" *uthority/Fower#%9.9(" rowth !pportunity#%%.'0(" and other elements with respective points and percentages are shown in table. Hreedom/*utonomy is considered as the most important factor of empowerment by respondents. Elements of Employee Empowerment a. +raining b. $ecessary esources c. Hreedom/*utonomy d. Information Dharing e. *uthority/Fower f. ?anagement Dupport g. Aecision ?aking h. *ccountability
Foints & & %= =' = 9 '' %B
Fercentage 0.= %.= %.9= %9.=B %9.9 0. =.=' 6.'% 6%
i. esponsibility ,. ecognition k. rowth !pportunity +otal
%& 0 0B '&=
6.= 0.6 %%.'0 %
4.4.2 atings of Elements of 7o8 (atisfaction
+able below shows elements of ,ob satisfaction and their respective scores. Hrom the table it clear that top elements which software engineers in I+ companies thinks gives to satisfaction them are Hinancial :ompensation#%=.&J(" ecognition/*ppreciation#%0.'0J(" *dvancement !pportunities#%%.0&J(" :hallenging/Fersonal *ccomplishment#&.00J( and other elements with respective points and percentages are shown in table. *verage age group of sample is %-0" its very young age group and early in their professional career. +hus financial compensation" recognition/appreciation" advancement opportunities and personal accomplishment give them a feeling of satisfaction. Elements of Gob Datisfaction a. ecognition/*ppreciation b. Hinancial :ompensation c. )ork Environment d. *dvancement !pportunities e. 8enefits/Ferks f. Dupport/Encouragement g. ?anagement/>eadership h. +raining i. Farticipation/Gob esponsibility ,. :hallenging/Fersonal *ccomplishment k. :ommunication +otal
Foints B9 & '' 0B 6 B 6% 66 ' 'B '&
Fercentage %0.'0 %=.& =.&' %%.0& '.9B 0.'& 9.6 9.B% =.0' &.00 '.'B %
5 &indings and ,onclusions 5.1 &indings of the (tudy
Hindings of various applied tests have been described here as follows5
6
%. 4alue of Fearson’s :oefficient of :orrelation between comes out to be .B9 which shows that there is a strong positive relation between employee empowerment and ,ob satisfaction. :orrelation is significant at the .% level #-tailed(. . ?ean value of employee empowerment for %& respondents has come out to be 6.%== which show there is good level of employee empowerment in I+ sector. 6. ?ean value of ,ob satisfaction for %& respondents has come out to be .90' which show that employees in I+ sector are moderately satisfied. '. +here is no significant relation between employee empowerment and age as p-value has come out to be .%6B which is greater than significant level #.0(. 0. +here is no significant relation between employee empowerment and gender as p-value has come out to be .9&9 which is greater than significant level #.0(. 9. +here is no significant relation between employee empowerment and work experience as p-value has come out to be .6B' which is greater than significant level #.0(. B. +here no is significant relation between employee empowerment and salary as p-value has come out to be .'=B which is greater than significant level #.0(. =. +here is no significant relation between employee empowerment and marital status as pvalue has come out to be .66= which is greater than significant level #.0(. &. +here is no significant relation between employee empowerment and ualification as pvalue has come out to be .B% which is greater than significant level #.0(. %. +here is no significant relation between ,ob satisfaction and age as p-value has come out to be .99 which is greater than significant level #.0(. %%. +here is no significant relation between ,ob satisfaction and gender as p-value has come out to be .069 which is greater than significant level #.0(. %. +here is no significant relation between ,ob satisfaction and work experience as p-value has come out to be .'=0 which is greater than significant level #.0(. %6. +here is no significant relation between ,ob satisfaction and salary as p-value has come out to be .='9 which is greater than significant level #.0(. 66
%'. +here is no significant relation between ,ob satisfaction and marital status as p-value has come out to be .0%6 which is greater than significant level #.0(. %0. +here is no significant relation between ,ob satisfaction and ualification as p-value has come out to be .999 which is greater than significant level #.0(.
5.2 ;imitations of the (tudy
%. +he research is limited in its scope as it is restricted to the area in and around :handigarh. . The samples used in this study were just a small portion the entire population of interest #and restricted to the area of :handigarh(. @ence" the results
cannot be generalized to the entire I+ industry. 6. +he sample enterprises covered in the survey are I+ or software companies results of this study can be translated to business sectors other than I+ as another sectors may not operates under similar environment and organizational settings. '. Aata was collected at a single point of time" which does not allow for changes in perceptions and attitudes over time.
5.3 Directions for &urther esearch The rst recommendation would be to get more specic with the study. For example, this study could be directed towards all level of employees from top level to bottom. Similar research can be carried out on a large scale with
6'
a good representation of population of interest. Also similar research can be carried out in other regions of the country, in order to full understand the level of empowerment and its correlation with job satisfaction. Similar research can be conducted in various business sector so as to now the empower level in di!erent sectors and relative job satisfaction.
5.4 ,onclusion
+he results show that the employee empowerment has strong influence upon ,ob satisfaction of employees which in turn lead towards high commitment to organization. It implies that more an employee feels empowered" more he tends to feel satisfied and committed with his ,ob and thus more committed towards the organization. +hey start working towards various other activities which were never touched upon too. *lso empowerment fosters innovation and creativity as more autonomy gives a person liberty to look for his own ways of doing things. esults of *$!4* and +-tests applied between empowerment and demographic variables show that empowerment has no significant relationship with age of the respective employees in case of software engineers. Dimilar results are in relation of empowerment with gender" ualification" salary" marital status" work experience. +his may due to the fact that sample used is of very young age group and early in their career and share similar interests. esults shows that top four elements" which gives feeling of empowerment to employees" have received maximum points are freedom/autonomy#%.9=J(" information sharing#%9.=B(" authority/power#%9.9( and growth opportunity#%%.'0(. Hreedom/autonomy received highest point" it suggest that software engineers likes independence" free will and liberty. *nd top four 60
elements that gives maximum satisfaction to employees are financial compensation#%=.&J(" recognition/appreciation#%0.'0J(" advancement opportunities#%%.0&J( and challenging/personal accomplishment#&.00J(. ?onetary compensation is the biggest satisfier for young professional but next three elements reveals that they wants to grow" likes challenging ,obs and wants recognition for their.
. eferences Blanchard> !.> ,arlos> 7. .> ? andolph> " . 1+he 6 keys to empowerment5 elease the power
within people for astonishing results2 San Francisco: Berrett-Koehler " %&&&. Bhatnagar> 7yotsna . 1+he power of psychological empowerment as an antecedent to
organizational commitment in Indian managers2 Human Resource Development International, 4ol. =" $o. '" '%& Q 66" Aecember 0. ,onger 7".> !anungo> .>
7+he empowerment process5 integrating theory and practice7"
Academy of ana!ement Revie"" %6 #6(5 'B%-=" %&==. @andA > 7effrey. ? Bird> &rederic0 @. 1+he Ethics of Empowerment Dource2 #ournal of Business
$thics" 4ol. %0" $o. '" pp. 6=6-6&" *pr %&&9
/al-orsen> Da-id ;ars>
1*n Investigation !f Employee Datisfaction *nd Employee
Empowerment Dpecific +o !n-Dite Dupervisors In +he esidential :onstruction Industry2" Research %hesis, Bri!ham &oun! 'niversity" 0.
69
/ammuda> I.> ? Dulaimi> M.&. 1+he theory and application of empowerment in construction5
* comparative study of the different approaches to empowerment in construction" service and manufacturing industries2 International #ournal of (ro)ect ana!ement " vol %0" =&-&9" %&&B. /echano-a >Ma. egina M. "lampay> amon Benedicto ". ? &ranco> Edna .
1Fsychological empowerment" ,ob satisfaction and performance among Hilipino service workers2 Asian #ournal of Social (sycholo!y" $" BQB=" 9 7udge> . ".> horesen> ,. 7.> Bono> 7. E.> ? atton> @. !. 1+he
,ob satisfaction-,ob
performance relationship5 * ualitative and uantitative review2* (sycholo!ical Bulletin, %B#6(" 6B9-'B" %. !elley> (.). 1Aiscretion and the service employee2 #ournal of Retailin! . +#%(" %'-%9" %&&6 ;awson> !aren.
18uild Pour 8usiness from the Inside out5 Hour
Empowerment +hat )ill @elp Pour 8usiness row2 Business redit " v%6 i6 p.=" ?arch %. Mohammed > er-aiA !" "
* :ontingency model for empowering customer- contact services
employees" ?anagement decision" 69 #%(5 9=9-9&6" %&&=. Melhem> .
1+he antecedents of customerQcontact employees’ empowerment2 Employee
elations" v 9 #%(" B-&6" '. ic0 > 7ac0 l(> )arren > Bar8ara ) . Empowerment in organisations" #6(5 '0-00" %&&'
ar0er @M. :ross-Hunctional +eams5 )orking with *llies" Enemies" and
!ther Dtrangers"
Gossey-8ass" Dan Hrancisco" :*" %&&' ar0er M> (laughter 7.G Knions ; management by stress" in 8abson" D.
#Eds(" >ean )ork5
Empowerment and Exploitation in the lobal *uto Industry2" .ayne State 'niversity (ress, Detroit, I " pp.'%-06" %&&0.
6B
etter> 7ohn3
8yrnes> atricia ,hoi> Do+;im &egan> &ran0 Miller> andy. 1Aimensions
and patterns in employee empowerment5 *ssessing what matters to street-level bureaucrats2 #ournal of (u/lic Administration Research and %heory" v% i6 p. 6BB-'%" Guly owell> ;. 1Dhedding a tier5 Hlattening organizational structures and employee empowerment2
%he International #ournal of $ducational ana!ement " Gan 6" v%9 i% p. 0'-9 andolph> ).". 1 e-thinking empowerment5 why it is hard to achieveR2 0r!ani1ation
dynamics" &#(" &'-%B" . ipley> .E. ? ipley> M.7. " 1Empowerment" the cornerstone of uality5 Empowering
management in innovative organizations in the %&&’s2. ana!ement Decision, 23, vol 45, '6" %&& o88ins> (..> !rganizational behavior #%%th ed.(. Kpper Daddle iver" $G5 Frentice @all" 0
osset> 7. #&" *ugust 0(. Employee Empowerment Aone ightS. etrieved Deptember %6"
&" from http5//ezinearticles.com/REmployee-Empowerment-Aone-ightS;idT=69& (patA> Da-id. #2:::%.
+eam-building in construction. Fractice Feriodical on Dtructural
Aesign and :onstruction" " 4ol 0" &6-%0. (preitAer> @. M. #1$$5%
*n empirical test of a comprehensive model of intrapersonal
empowerment in the workplace" *merican Gournal of :ommunity Fsychology" 6" pp. 9% Q &. (utherland> iHtte De Bruin> @ideon ,rous> &redie.
+he relation between
conscientiousness" Empowerment and performance D* Gournal of @uman esource ?anagement" B" 0 #("9-9B homas> !.).> ? B.". #1$$:%.
:ognitive elements of empowerment5 *n
interpretive model of intrinsic task motivation. *cademy of ?anagement eview" %0#'(" 9996=
9=%. uuli> Martin Morgan. ? owlinson> (te-e . 1Empowerment in pro,ect teams5 a multilevel
examination of the ,ob performance implications2 onstruction ana!ement and $conomics" &" B50"'B6 U '&=
1Employee Empowerment *nd Employee Datisfaction In +he )orkplace6
alifornia Sociolo!y #ournal " =" 4!>. % #$ovember5 %-%B( )egge> 7.> (chmidt> !.> ar0es> ,.> ? -an Dic0> !. #B(.
V+aking a sickie’5 Gob satisfaction
and ,ob involvement as interactive predictors of absenteeism in a public organization. Gournal of !ccupational and !rganizational Fsychology" =" BB-=& )il0inson " #1$$6%>
7Empowerment5 theory and practice7" Fersonnel eview" B #%(5 '-09.
)omac0> 7..> 7ones> D..> ? oos> D . 1+he machine that changed the world5 +he story of lean
production2 7e" &or8, 7e" &or8: Harper (erennial " %&&% =eng> Dandan @ow employee empowerment really works in :hinese private-owned
companiesR Insights from Gin Hong roup >td" :hinaG Business School, 'niversity of 7ottin!ham, B/=
6&
ef $o.
. "EJKE
" FKE(I*"IE * DEEMIE EM;*EE EM*)EME
I am a post-graduate student of Kniversity 8usiness Dchool" Fan,ab Kniversity" :handigarh. *s a part of my curriculum I am carrying out a research on employee satisfaction and empowerment in the I+ industry. Empowerment involves the delegation of responsibility down the hierarchy so as to give employees increased decision-making authority in respect of the execution of their primary work tasks with less control and direction from their manager. I would appreciate your help by completing the linked survey. *ll answers to uestions remain anonymous and will be treated confidentially3 there will be no reference to your identification at any point in the research. Pou are reuested to answer the uestions with absolute honesty and to answer according to what takes place in your work environment. +here are no right or wrong answers to the uestions. +hank you in advance for your participation.
(ection' " Instructions' Flease tick WXY #or write your answer if needed( the right answer to the following
uestions %. $ame of the :ompany5 #optional( '
. $ame5 #optional( 6. Aesignation5 '. *ge #in years(5 0. ender5 9. ?arital Dtatus5
M
%-0
?ale
6%-60
60Z
Hemale
Knmarried
B. @ighest Cualification5
9-6
?arried
%.Fost-school diploma or certificate 6.?aster’s degree
. 8achelors degree
'.Aoctoral degree
0.If you have
any other additional ualifications" please specify5[[........ [[[[[[[[[[.......................... =. Pears of Dervice in I+ industry5
L%
%Q
6Q0
9 Q %
%% Q
% Z &. Dalary #in s/month(5 L %0"
%0"%-0"
60"%-'0" %. Pour scheduled work hours5
0"%-60"
'0"%; above %. Aay shift
. $ight shift
6. Hlexi time
(ection' B
Instructions 5 +hese uestions should be answered with reference to work related matters. Ao not
hesitate too long before you answer. +he first answer that comes to mind is usually the most relevant one. Flease tick WXY your answer for each uestion using the scale that follows5 Disagree
Disagree
(trongly
(omewhat
%. I am regularly recognized for my work . I have the authority to make necessary
% %
decisions in order to complete assigned tasks 6. ?y participation is encouraged regarding
%
'%
eutral
"gree
"gree
(omewhat
(trongly
6 6
' '
0 0
6
'
0
when and how my work will be done '. I am made to feel like I am an important part
%
6
'
0
of my company 0. I receive encouragement to come up with new
%
6
'
0
and better ways of doing things 9. I have control over those aspects of my ,ob for
%
6
'
0
which I am accountable B. I have opportunities to learn and grow =. I am involved in decisions that affect my work &. I get the training I need to do my ,ob well %. ?y supervisor makes me feel like I am an
% % % %
6 6 6 6
' ' ' '
0 0 0 0
important team member %%. I have access to the information I need to do
%
6
'
0
my ,ob well %. I have confidence in the leadership of my
%
6
'
0
company %6. I am encouraged to develop creative and
%
6
'
0
innovative ideas %'. I have the materials and euipment I need to
%
6
'
0
do my ,ob well %0. ?y supervisor is an effective manager
%
6
'
0
%9. I get regular training that helps me achieve
%
6
'
0
my duties and perform my ,ob well %B. I am accountable for the results I achieve %=. ?y work gives me a feeling of personal
% %
6 6
' '
0 0
accomplishment %&. I am a satisfied employee . I am an empowered employee #i.e. the power"
% %
6 6
' '
0 0
information" freedom" etc." given to an employee to help him/her improve processes" uality" productivity" etc.(
' F+!
%. *ccording to you what are the top five elements that lead to employee satisfactionR Flease select any 0 elements" which you think are more important than others" from the list given below5a. ecognition/*ppreciation
b. Hinancial :ompensation
c. )ork Environment
d. *dvancement !pportunities
e. 8enefits/Ferks
f. Dupport/Encouragement
g. ?anagement/>eadership
h. +raining
i. Farticipation/Gob esponsibility
,. :hallenging/Fersonal
*ccomplishment k. :ommunication
. *ccording to you what are the top five elements that lead to employee empowermentR Flease select any 0 elements" which you think are more important than others" from the list given below5a. +raining
b. $ecessary esources
c. Hreedom/*utonomy
d. Information Dharing
e. *uthority/Fower
f. ?anagement Dupport
g. Aecision ?aking
h. *ccountability
i. esponsibility
,. ecognition
k. rowth !pportunity
+@*$< P!K
'6
Table of Contents
:ertificate[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ii *cknowledgement[[[[[[[[[...[[[[[[[[[[[[[[[[[[[[...iii Executive Dummary[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[iv +able of :ontents[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[v %. Introduction..................................................................................................................................% %.% Employee Empowerment........................................................................................................% %. Employee Empowerment Aefinition....................................................................................... %.6 8enefits of Empowerment.......................................................................................................6 %.' Empowerment ?isconceptions...............................................................................................' %.0 +hree iterature..................................................................................................................%% 6. ?ethodology/ esearch design..................................................................................................%B 6.% esearch !b,ectives and @ypothesis....................................................................................%B 6. esearch @ypothesis.............................................................................................................%B 6.6 esearch ?ethod...................................................................................................................%= 6.' Dampling Frocedure and Aata :ollection.............................................................................%= 6.'.% Dampling ?ethod..........................................................................................................%= 6.'. Dample Dize..................................................................................................................%= 6.'.6 ?ethod of Aata :ollection...........................................................................................%& 6.'.' Aata collection instrument............................................................................................%& 6.0 Aata *nalysis +echniue5......................................................................................................% 6.0.% Frofile of the Dample obtained.....................................................................................% '. Aata *nalysis and Interpretation...............................................................................................6 '.% elationship between Employee Empowerment and Gob Datisfaction.................................6 '. elationship between Employee Empowerment and Aemographic 4ariables of employees .....................................................................................................................................................' '.6 elationship between Gob Datisfaction and Aemographic 4ariables of employees..............& '.' *nalysis of elements employee empowerment and ,ob satisfaction.....................................6'
''
