Testing the Relationship of Employee Empowerment and Organisational Performance
Organisational Studies in The Gambia
DOI:
https://doi.org/10.31603/bisnisekonomi.v18i2.3732Kata Kunci:
Employee Empowerment, Empowerment, Gambia, Organisational PerformanceAbstrak
The research aimed to test the new measures of employee empowerment in a collectively social oriented society. The study applied questionnaire-based survey to obtain data and test the relationship between employee empowerment and organisational performance. A total of 80 completed questionnaires from the senior HR personnel from 40 organisations in the Gambia took part in the survey. Ten employees were engaged in a face-to-face interview, 2 private and 8 public organisations from among the 40 organisations that participated. Both SPSS and SmartPLS were utilised to analyse data. MGA is used to determine the difference private and public organisations. The study has indicated a significant relationship between employee empowerment and organisational performance. The findings revealed a small but not significant difference between the private and public organisations in their definition of employee empowerment in the Gambia based on MGA report. The findings discovered that the social nature of employees cannot be disputed, and a strong recognition of employees promotes organisation performance. HR department and organisational flexibility relates more to employee’s empowerment and has effect on attitude and behaviour. The study recommends further large-scale research in other environments outside the Gambia.
Referensi
Badjie, G., Armanu, T., Djumilah, H., & Rofiq, A. (2019). Introducing New Employee Empowerment Approach: A Systematic Literature Review. Journal of Humanities & Social Sciences Review,17 (5), 696-706.
Bandura, A. (1986). The Explanatory and Predictive Scope of Self-Efficacy Theory. Journal of Social & Clinical Psychology, 4 (3), 359-373. https://doi.org/10.1521/jscp.1986.4.3.359
Block, P. (1987). The empowered manager: Positive political skills at work. San Francisco: Jossey-Bass.
Brymer, R. A. (1991). Employee Empowerment: A Guest- Driven Leadership Strategy. Cornell Hotel and Restaurant Administration Quarterly, 32(1), 58-68. https://doi.org/10.1177/001088049103200116
Cole, A., G. & Kelly, P. (2015). Management Theory & Practice: 8th edition, pp.42-64, CENGAGE learning, USA.
Conger, J., & Kanungo, R. (1988). The Empowerment Process: Integrating Theory and Practice. The Academy of Management Review, 13(3), 471-482. Retrieved December 8, 2020, from http://www.jstor.org/stable/258093
Deci, E. L. (1971). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, 18(1), 105–115. https://doi.org/10.1037/h0030644
Derry, R. (1991). Institutionalizing ethical motivation in business ethics’, in E. Freeman (Ed.), Business Ethics: The State of Art. New York, NY: Oxford University Press.
Fujimoto, Y., Rentschler, R., Le, H., Edwards, D. & Härtel, C.E.J. (2014). Lessons learned from community organizations: inclusion of people with disabilities and others. British Journal of Management, 25(3), 518-537. https://doi.org/10.1111/1467-8551.120
Guest, D. E. (1997). Human Resource Management and Performance: A Review and Research Agenda. International Journal of Human Resource Management. 8(3), 263-276. https://doi.org/10.1080/095851997341630
Honold, C. (1997). A review of the Literature on Employee Empowerment. Journal of Empowerment in Organisations, 5(4), 202-212. https://doi.org/10.1108/14634449710195471
Kanter R. M. (1979). Power failure in Management circuits. Harvard Business Review, 57(4), 65-75. https://hbr.org/1979/07/power-failure-in-management-circuits
Kelley, S. W. (1993). Discretion and the Service employees. Journal of Retailing, 69(1), 104-126. https://doi.org/10.1016/S0022-4359(05)80005-3
Ketkar, S. A. & Sett, P. (2009). Environmental dynamism, human resource flexibility and firm performance: Analysis of a multi-level causal model. The International Journal of Human Resource Management, 21, 1173-1206. https://doi.org/10.1080/09585192.2010.483841
Koblenz, M. (2003). Ten Best Practices of Companies That Care, Employment Relations Today, Wiley Online Library, 1-7. https://doi.org/10.1002/ert.10092
Le, H., Polonsky, M. & Arambewela, R. (2014). Social inclusion through cultural engagement among ethnic communities. Journal of Hospitality Marketing & Management, 24(4), 375-400. https://doi.org/10.1080/19368623.2014.911714
Mafini C. (2015). Predicting Organisational Performance Through Innovation, Quality and Inter-Organisational Systems: A Public Sector Perspective. The Journal of Applied Business Research, The Clute Institute, 31(3), 939-952. https://doi.org/10.19030/jab
Maslow A. H. (1954), Motivation and Personality, New York: Harper and Bros
McClelland, D. C. (1975). Power: The inner experience. New York: Irvington Press
Menon, S. T. (2001). employee empowerment: An integrative psychological approach, Journal of Applied Psychology: An International review, 50(1), 153-180. https://doi.org/10.1111/1464-0597.00052
Ngo, H. Y. & Loi, R. (2008). Human resource flexibility, organisational culture and firm performance: An investigation of multinational firms in Hong Kong. The International Journal of Human Resource Management, 19, 1654-1666. https://doi.org/10.1080/0958
Paauwe, J. (2004). HRM and Performance: Achieving long-term viability. Industrial & Labor Relations Review. https://doi.org/10.1093/acprof:oso/9780199273904.001.0001
Ringle, C. M., Wende, S., & Becker, J. M. (2015), “smartPLS 3â€. Boeningstedt: SmartPLS GmbH, http//www.smartpls.com
Roberson, Q. M. (2006). Disentangling the Meanings of Diversity and Inclusion in Organizations. Group & Organization Management, 31(2), 212-236. https://doi.org/10.1177/1059601104273064.
Spreitzer, G.M. (1996). Social Characteristics of Psychological Empowerment. The Academy of Management Journal, 39(2), 483-504. https://doi.org/10.2307/256789
Thomas, K. W. & Velthouse B. A. (1990). Cognitive elements of empowerment: An “interpretative†Model of intrinsic task motivation. Academy of Management Review, 15(4), pp. 666-681. https://doi.org/10.5465/amr.1990.4310926
Vogt, F. J. & Murrell, L. K. (1990). Empowerment in organizations: how to spark exceptional performance. USA: University Associates, Inc.
White, R. W. (1959). Motivation reconsidered. Psychological Review, 66(5), 297–333. https://doi.org/10.1037/h0040934
Wong, K. K.K. (2013). Partial Least Squares Structural Equation Modeling (PLS-SEM) Techniques Using SmartPLS. Marketing Bulletin, 24(1), 1-32.
