Factors affecting on improvement employee empowerment: Case study: Saipa Corporation

Roozitalab, Arvin; Majidi, Maryam

doi:10.5937/intrev1702009r

Cited by 9 publications

(8 citation statements)

References 6 publications

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“…From results shown above, it appears that job design is perceived having a significant direct positive effect on employee empowerment, which means employees in banks saw that banks have to make jobs more challenging and continually enrich or enlarge jobs to motivate employees and succeed in empowering them. This was supported by (Appelbaum & Honeggar, 1998;Molleman et al,2001;Yulk & Becker, 2006;Roozitalab & Majidi, 2017).…”

Section: Discussionmentioning

confidence: 58%

“…Transformational leadership is perceived as having a significant positive effect on employee empowerment and which was predicted because of the huge number of studies taking transformational leadership as the appropriate leadership style that an organization has to adopt when adopting an empowerment initiative. This was supported by (Bass, 1985;Seaborne, 2003;Bodner, 2005;Newman, 2001;Ozaralli, 2003;Bryman, 1992;Turner, 2006;Roozitalab & Majidi, 2017).…”

Section: Discussionmentioning

confidence: 80%

“…The researchers emphasized on the outcomes of employee empowerment: encouraging creativity and innovation, increasing productivity, enhancing the work's quality, helping employee retention, which lead to the achievement of the organizations' competitive advantage. Roozitalab and Majidi (2017) found that designing appropriately the jobs, adopting a transformational leadership, managing knowledge and providing organizational support influence the improvement of employees' empowerment.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

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Successful Employee Empowerment: Major Determinants in the Jordanian Context

Dahou¹,

Hacini²

2018

EJBE

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Being the most important asset, the human resource represents today the source of the organizations' sustainable competitive advantage. This focus on the employee as the organizations' core of human capital management drives the current interest in empowerment. This paper explores the concept of employee empowerment and the main influential factors in implementing an empowerment initiative: job design, transformational leadership, decision-making authority, continuous training and development, sharing information, and self-managed teams. Using a hypotheses testing approach, this correlational cross-sectional field study investigates the influence of the six factors on the adoption of employee empowerment. Using a questionnaire method, data was collected from Jordanian commercial banks. The results of a multiple linear regression analysis revealed that sharing information, job design, transformational leadership and decision making authority have a positive effect on employee empowerment. Sharing information and adopting the appropriate job design inside the organization have the strongest influence in that fostering these initiatives would certainly make banks' employees' empowerment successful. The research provides insights into the perception of employee empowerment in the Jordanian context, specifically in the banking industry, a high service-oriented sector where empowering employees become a must for a better customer service.

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Section: Discussionmentioning

confidence: 58%

Section: Discussionmentioning

confidence: 80%

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

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Successful Employee Empowerment: Major Determinants in the Jordanian Context

Dahou¹,

Hacini²

2018

EJBE

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“…(1) Chinese manufacturing companies should emphasize the role of HC and invest more in human resources to improve employees' skills, competence, motivation, and experience by continuous learning. Employees also should be encouraged to transfer their experiences and knowledge to others [111].…”

Section: Discussionmentioning

confidence: 99%

Intellectual Capital, Technological Innovation and Firm Performance: Evidence from China’s Manufacturing Sector

Shang

Wang

et al. 2019

Sustainability

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Intellectual capital (IC) is considered to be a main driver of organizational success in the knowledge economy. This study examines the impacts of three IC components, including human capital (HC), structural capital (SC), and relational capital (RC), on technological innovation and firm performance. Data are collected from 1112 manufacturing listed companies in China during 2013–17. Using partial least squares structural equation modeling (PLS-SEM), the results show that HC and SC exert a positive impact on firm performance while RC has a negative impact; SC has a positive influence on technological innovation while HC has a negative influence; technological innovation can enhance the firm’s performance. In addition, technological innovation partially mediates the relationship between SC and firm performance. This study will bridge the gap in research by investigating the impacts of IC components on technological innovation and firm performance in developing countries.

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“…The goal of education is to help develop talents of the individual, their knowledge, abilities and skills needed for performing a particular taks that best suits them in the established distribution of jobs (Garabinovic, 2015). Empowerment of employees, regardless of how it is implemented, "has lots of advantages for the organization; advantages such as job performance improvement, reducing mistakes and increasing the speed of decision-making and improving collaboration and innovation, and all of these lead to job performance improvement" (Roozitalab & Majidi, 2017).…”

Section: Factors Of Organizational Culture According To the Denison Mmentioning

confidence: 99%

Organizational culture in Serbia in relation to the characteristics of organization: Empirical reserch

Kirin¹,

Gavrić²,

Kirin³

2020

Industrija

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In modern business conditions, organizational culture is recognized as a powerful tool for long-term survival and development of the organization. The purpose of this paper was to research whether and in what way the characteristics of organizations - such as its size, ownership structure, activity, domestic or foreign - influence the organizational culture. Because of continuous and rapid changes and enormous competition, which are features of modern business, the Denison model of organizational culture was chosen because it emphasizes the need for balance between requirements for organizational stability (factors of mission and consistency) and requirements for its adaptability (factors of involvement and adaptability). The survey covered a sample of 1,000 employees and the data was statistically processed using the one-way ANOVA method. The obtained results show the influence of organizational characteristics on its ability to balance the internal and external focus of the organization, its stability, and its ability to change. Likewise, there should be a certain organizational cultural transformation as a response to the paradigm change in wider environment should be a certain organizational cultural transformation as a response to the paradigm change in wider environment.

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Factors affecting on improvement employee empowerment: Case study: Saipa Corporation

Abstract: ABSTRACT

Cited by 9 publications

References 6 publications

Successful Employee Empowerment: Major Determinants in the Jordanian Context

Successful Employee Empowerment: Major Determinants in the Jordanian Context

Intellectual Capital, Technological Innovation and Firm Performance: Evidence from China’s Manufacturing Sector

Organizational culture in Serbia in relation to the characteristics of organization: Empirical reserch

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