Using an organizational culture framework, this case study examines the critical preconditions necessary for employee empowerment and highlights how the multiple cultures within one public bureaucracy differently impacted their implementation. SERVE, a large human service organization, initiated an employee empowerment program that contradicted and thus collided with many elements of its overal...

Employee empowerment theory and research lacks a single, unifying model capable of integrating the multiple levels of activity and complex relationships that characterize the empowerment process. The model proposed in this paper describes the empowerment process from intervention design to subsequent employee behavior. The dynamics of the empowerment process are presented as reflecting the inte...

employee empowerment is a new approach of internal motivation of job means to free internal energy of employee and also provides opportunities for them to actualize their talent, abilities and competencies. current research implemented within models of votten and kamron that implicate multi-dimensions of empowerment have four dimensions of feeling competent, feeling being meaningful, self-deter...

The purpose of this paper is to determine the contribution of social structural characteristics on employee empowerment and whether proactive personality plays a role in moderating the above stated relationship among managers in Malaysia. Hierarchical regression analyses of 584 responses revealed that social structural characteristics of self-esteem, power distribution, information sharing, kno...

Previous studies have found out the positive relationship between customer participation and employee service innovation behavior. In the era of the experience economy, moreover, customer participation is an effective method to solve the lag problem of employee service innovation. Using questionnaire data collected between April and July 2016 from 20 service enterprises in Fuzhou, Xiamen, and Q...

a r t i c l e i n f o The existing operations management literature has extensively investigated the associations between customer satisfaction and firm performance. However, how to improve customer satisfaction through employee empowerment, service reward, and service training has rarely been investigated. In this research, we tied human resource and service operations management to each other...

Employee empowerment has long been associated with organizational outcomes such as innovation, greater effectiveness, and better performance. Non-academic professional employees in higher education are responsible for the important day-to-day operations of a university; therefore, organizational strategies such as employee empowerment that encourage initiatives and innovative behaviors among th...

We integrate psychological and socio-structural perspectives on empowerment by examining: a) the impact of actual structural empowerment initiatives (as opposed to perceptions of such empowering acts) aimed at enhancing employee influence over which tasks to perform (as opposed to how to perform them) on employee well-being and performance, b) the degree to which selfefficacy mediates these eff...

Enterprise Systems (ES), historically justified as means of control, are paradoxically also becoming integral to empowerment. Some researchers suggest that achieving the right balance between control and empowerment is a key challenge for today’s organizations. Others argue that such simple dichotomous conceptualizations fail to account for the co-existence in practice of a high degree of contr...

otal quality management (TQM) is built on the four cornerstones of customer focus, continuous process improvement, management leadership, and employee empowerment. Although empowerment is often the most difficult of the four concepts to implement effectively, organizations that have been successful in empowering their employees invariably see bottomline improvements. Empowerment has been define...