EFFECTS OF EMPLOYEE EMPOWERMENT ON THE ORGANIZATIONAL PERFORMANCE: A CASE OF SAFARICOM LIMITED
Abstract
The research sought to determine the effect of the employee empowerment on performance. Employee empowerment is a concept that has been studied for a very long time and different approaches have been given to this topic. The trends in employment relationships have steered interest in inquiries regarding the relationship between the high-performance HR practices such as employee empowerment and organizational performance. The scope of the study of the research was the telecommunication sector of Kenya due to its rapid growth with the case study being Safaricom Limited at Safaricom House in Westlands, Nairobi. The specific objectives for the study was analyzing the effect of decision making on organizational performance; determining the influence of training and development on organizational performance; establishing the effect of employee autonomy on organizational performance; and evaluating the impact of employee information sharing on organizational performance. A descriptive research design was adopted for the study since it allows for a breadth of observations to be made concerning the phenomenon that is under investigation. The target population was 400 employees working at the branch where a sample size of 200 employees was selected through stratified sampling. The data was collected using questionnaires and administered to the employees who work at the branch. The data collected was analyzed using Statistical Package for Social Sciences (SPSS) Version 20. Both descriptive and inferential statistics will be used in the study where the data collected was presented through tables, charts and bar graphs.The study found decision making had positive significant effect on organization performance. The study also found that training and development had positive significant effect on organization performance. The study established employee autonomy had positive significant effect on organization performance. The study established that information sharing had positive significant effect on organization performance. There is need for the management of Safaricom to involve their employees in all aspect of organization decision making. There is need management to continuously provide their employee skill based training. There is need for the management to give employee autonomy, as increased autonomy should make employees feel a greater responsibility for the outcomes of their work, and therefore have increased work motivation. There is need for the management to enhance and increase information sharing.
Full Text:
PDFReferences
Aghelie, A., Sorooshian, S., & Azizan, N. A. (2016). Research gap in sustainopreneurship. Indian Journal of Science and Technology, 9(12).
Amah, E., & Ahiauzu, A. (2013). Employee involvement and organizational effectiveness. Journal of Management Development, 32(7), 661-674.
Balaji, N. P., & Pingili, M. (2009). Employee Performance Identification Portal. Artificial Intelligent Systems and Machine Learning, 1(7), 243-247.
Barraud-Didier, V., Henninger, M. C., & El Akremi, A. (2012). The relationship between members’ trust and participation in the governance of cooperatives: the role of organizational commitment. International Food and Agribusiness Management Review, 15(1), 1-24.
Bell, R. L., & Martin, J. S. (2012). The relevance of scientific management and equity theory in everyday managerial communication situations.
Bhuiyan, M. A. H. (2010). Employee participation in decision making in RMG sector of Bangladesh: Correlation with motivation and performance. Journal of Business and Technology (Dhaka), 5(2), 122-132.
Bordin, C., Bartram, T., & Casimir, G. (2006). The antecedents and consequences of psychological empowerment among Singaporean IT employees. Management Research News, 30(1), 34-46.
Bruni, R., Corradini, A., Gadducci, F., Lafuente, A. L., & Vandin, A. (2015). Modelling and analyzing adaptive self-assembly strategies with Maude. Science of Computer Programming, 99, 75-94.
Cho, S., Woods, R. H., Jang, S. S., & Erdem, M. (2006). Measuring the impact of human resource management practices on hospitality firms’ performances. International Journal of Hospitality Management, 25(2), 262-277.
Demidenko, E. (2007). Sample size determination for logistic regression revisited. Statistics in medicine, 26(18), 3385-3397.
Demirbag, M., Tatoglu, E., Tekinkus, M., & Zaim, S. (2006). An analysis of the relationship between TQM implementation and organizational performance: evidence from Turkish SMEs. Journal of manufacturing technology management, 17(6), 829-847.
Derlaga, V. J., & Berg, J. H. (Eds.). (2013). Self-disclosure: Theory, research, and therapy. Springer Science & Business Media.
Fernandez, S., & Moldogaziev, T. (2013). Employee empowerment, employee attitudes, and performance: Testing a causal model. Public Administration Review, 73(3), 490-506.
Ghosh, K., & Sahney, S. (2010). Organizational sociotechnical diagnosis of managerial retention in an IT organization: SAP-LAP framework. International Journal of Organizational Analysis, 18(1), 151-166.
Giebels, E., de Reuver, R. S., Rispens, S., & Ufkes, E. G. (2016). The Critical Roles of Task Conflict and Job Autonomy in the Relationship Between Proactive Personalities and Innovative Employee Behavior. The Journal of Applied Behavioral Science, 52(3), 320-341.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.
Guner, N., Ventura, G., & Xu, Y. (2008). Macroeconomic implications of size-dependent policies. Review of Economic Dynamics, 11(4), 721-744.
Hechanova, M., Regina, M., Alampay, R. B. A., & Franco, E. P. (2006). Psychological empowerment, job satisfaction and performance among Filipino service workers. Asian Journal of Social Psychology, 9(1), 72-78.
Hirsch, J. A., Harvey, H. B., Barr, R. M., Donovan, W. D., Duszak, R., Nicola, G. N., ... & Manchikanti, L. (2016). Sustainable growth rate repealed, MACRA revealed: historical context and analysis of recent changes in Medicare physician payment methodologies. American Journal of Neuroradiology, 37(2), 210-214.
Ignore, H. (2009). Managing behind the scenes: A view point on employee empowerment. African Journal of Business Management, 3(1), 9.
Kabuje, R. (2010). Training and development programs, and its impact on employees’ performance in the Tanzanian work organizations: a case from parastatal pension fund (PPF) (Doctoral dissertation, University of Dar es Salaam.).
Best, J. W., & Kahn, J. V. (2006). Research in education, 10th. New Delhi: PHI Learning Private Ltd.
Klidas, A., Van Den Berg, P. T., & Wilderom, C. P. (2007). Managing employee empowerment in luxury hotels in Europe. International Journal of Service Industry Management, 18(1), 70-88.
Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International.
Landry, R., Amara, N., Cloutier, J. S., & Halilem, N. (2013). Technology transfer organizations: Services and business models. Technovation, 33(12), 431-449.
Liu, A. M., Chiu, W. M., & Fellows, R. (2007). Enhancing commitment through work empowerment. Engineering, construction and architectural management, 14(6), 568-580.
Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of organizational behavior, 29(2), 219-238.
McGregor, D., & Cutcher-Gershenfeld, J. (2006). The human side of enterprise. McGraw Hill Professional.
Meriac, J. P., Hoffman, B. J., & Woehr, D. J. (2014). A conceptual and empirical review of the structure of assessment center dimensions. Journal of Management, 40(5), 1269-1296.
Midgley, G. (2006). Systems thinking for evaluation. Systems concepts in evaluation: An expert anthology, 11-34.
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Mugenda, A. G. (2008). Social science research: Theory and principles. Nairobi: Applied.
Mugenda, O. M., & Mugenda, A. G. (2008). Research methodology. Qualitative and Quantitative Methods.
Ou, C. X., Davison, R. M., Zhong, X., & Liang, Y. (2010). Empowering employees through instant messaging. Information Technology & People, 23(2), 193-211.
Pariyo, G. W., Gouws, E., Bryce, J., Burnham, G., & Uganda IMCI Impact Study Team. (2005). Improving facility-based care for sick children in Uganda: training is not enough. Health policy and planning, 20(suppl 1), i58-i68.
Pelit, E., Öztürk, Y., & Arslantürk, Y. (2011). The effects of employee empowerment on employee job satisfaction: a study on hotels in Turkey. International Journal of Contemporary Hospitality Management, 23(6), 784-802.
Baptiste, N. (2008). Tightening the link between employee wellbeing at work and performance: A new dimension for HRM. Management decision, 46(2), 284-309.
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), 74-101.
Santos, J. B., & Brito, L. A. L. (2012). Toward a subjective measurement model for firm performance. BAR-Brazilian Administration Review, 9(SPE), 95-117.
Saunders, M., Lewis, P., & Thornhill, A. (2007). Research Methods for Business Students (4: e uppl.) Harlow: Pearson Education.
Schechner, R. (2013). Performance studies: An introduction. Routledge.
Schoenberg, R. (2006). Measuring the performance of corporate acquisitions: An empirical comparison of alternative metrics. British Journal of Management, 17(4), 361-370.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of organization theory. Cengage Learning.
Shourie, S., Jackson, C., Cheater, F. M., Bekker, H. L., Edlin, R., Tubeuf, S., ... & Hammond, L. (2013). A cluster randomised controlled trial of a web based decision aid to support parents’ decisions about their child's Measles Mumps and Rubella (MMR) vaccination. Vaccine, 31(50), 6003-6010.
Ugboro, I. O. (2006). Organizational commitment, job redesign, employee empowerment and intent to quit among survivors of restructuring and downsizing. Journal of Behavioral and Applied Management, 7(3), 232.
Varekamp, I., de Vries, G., Heutink, A., & van Dijk, F. J. (2008). Empowering employees with chronic diseases; development of an intervention aimed at job retention and design of a randomised controlled trial. BMC health services research, 8(1), 224.
Vergauwe, E., Camos, V., & Barrouillet, P. (2014). The impact of storage on processing: How is information maintained in working memory?. Journal of Experimental Psychology: Learning, Memory, and Cognition, 40(4), 1072.
Waldo, D. (2006). The administrative state: A study of the political theory of American public administration. Transaction Publishers.
Walpole, R. E., & Myers, H. R. (2006). Probability & statistics for engineers & scientists. New Delhi: Pearson.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human’back into strategic human resource management. Human resource management journal, 21(2), 93-104.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of management journal, 53(1), 107-128.
Refbacks
- There are currently no refbacks.