Job Empowerment and Customer Orientation of Bank Employees in Kuching, Malaysia

Kassim, Zorah Abu; Yusoff, Irma Yazreen Md; Fong, Ngui Lee

doi:10.7903/cmr.11048

Cited by 10 publications

(9 citation statements)

References 31 publications

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“…The results showed that structural empowerment positively and significantly affects organizational commitment. Empowerment has received significant attention from scholars and practitioners due to its impact on organizational effectiveness and competitive advantage in the service industry (Kassim et al, 2012). Structural empowerment is a management practice and policy that aims to provide power from management to staff, focusing on practical management and policies.…”

Section: Organizational Support Affects Structural Empowermentmentioning

confidence: 99%

Empowerment as a Mediation of Organizational Support

Suhermin

2022

WIGA

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The hospital is one of the health facilities which has a function to carry out primary health efforts or referral health and supporting health efforts. One of the elements implementing service activities and the spearhead of a hospital's health services is the nurse. The quality of the nurses determines the performance of the hospital. This study aimed to test and analyze perceived organizational support on psychological empowerment, structural empowerment, and organizational commitment. This research was conducted on 72 nurses of Muhammadiyah Tuban Hospital. The sampling technique used saturated sampling; all population members were used as samples. The type of data used is primary data using a questionnaire. Data analysis techniques using PLS. The results showed that perceived organizational support can increase psychological and structural empowerment but cannot increase organizational commitment. Well-implemented psychological empowerment and structural empowerment can increase organizational commitment.

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Section: Organizational Support Affects Structural Empowermentmentioning

confidence: 99%

Empowerment as a Mediation of Organizational Support

Suhermin

2022

WIGA

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“…Despite its importance within the dimensions of the psychological climate framework and its influence as an individual and work resource, autonomy is sometimes confused with empowerment, with the terms used interchangeably (Kassim et al, 2012). Within the parameters of this study, autonomy and empowerment are considered separate values as identified by Goodman et al (2018).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The effectiveness of role autonomy in influencing job pursuit intentions of customer‐oriented frontline job seekers

O'Brien

O’Toole

2021

Psychology and Marketing

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Attracting customer‐oriented frontline employee (FLE) job seekers is important for many service organisations, particularly in competitive environments. It is widely accepted that FLEs' customer‐focused behaviours are instrumental in organisational success. Numerous studies demonstrate that autonomy plays an important role in supporting FLEs' self‐efficacy and in helping to reduce stress attributed to job demands. While autonomy is recognised as a key resource for FLEs, its influence over job pursuit intentions of tertiary‐educated FLE job seekers has received little empirical attention. Based on a sample of 120 undergraduates in their final year and postgraduate students in an Irish university we address this question and the possible impact of perceived job complexity on job pursuit intentions of this particular cohort. In addition, we investigate whether the individual difference characteristic of customer orientation (CO) affects the extent to which autonomy influences job pursuit intentions. Results support the importance of autonomy however, the findings suggest that autonomy's effect on job pursuit intentions is influenced by job seekers' individual CO. The results indicate that autonomy has a stronger effect on job pursuit intentions of FLE job seekers (educated to undergraduate level and beyond) with high versus low CO.

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“…SE refers to organizational policies, practices and structures (largely HRM practices) that empower employees to make decisions at work (Kassim et al , 2012; Mills and Ungson, 2003). It involves practices of power sharing with employees at lower hierarchical levels to make decisions and for accountability (Zeglat et al , 2014; Cho and Faerman, 2010).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…In this sense, the empowerment of call centers’ employees, and the implication of autonomy and knowledge about work-related situations, may increase their sense of responsibility and capacity to better respond to customer needs (Kim, 2007; Ayupp and Chung, 2010; Kassim et al , 2012; Shahril et al , 2015; Proença et al , 2017). According to Ongori (2009) and Isimoya and Bakarey (2013), it is important to allow contact employees to have the autonomy, self-control and job discretion to achieve the efficiency and effectiveness of services.…”

Section: Customer Satisfaction Empowerment and Job Satisfactionmentioning

confidence: 99%

Empowerment in call centers and customer satisfaction

Proença

Rodrigues

2021

MRJIAM

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Purpose Call center is a large and growing sector worldwide and is facing important human resource management (HRM) and service challenges. The purpose of this study is to analyze the impact of structural empowerment (SE) and psychological empowerment (PE) on customer satisfaction (CS) through employee job satisfaction (JS) at a call center in Portugal. Design/methodology/approach Data were collected by means of a survey handed over personally to 267 employees at the call center of a telecommunication company. This was then linked to their respective net promoter score (CS) provided by the call center. Confirmatory factor analysis and structural equation modeling were used as analytical tools. Findings SE affects PE, and both have a positive impact on JS. Empowerment impacts CS: SE positively affects CS mediated by PE; and PE affects CS mediated by JS. Practical implications This study emphasizes the importance of the use of organizational practices of SE in call centers to achieve two important organizational outcomes: employee JS and CS. Originality/value This study tests a process model involving two domains, HRM (employee side) and service delivery (customer side), which are traditionally dealt with separately in the context of call centers. This helps to understand how HRM polices are connected to CS. Although some of these relationships have been studied separately in different contexts, the research offers a strong methodological design by linking employee perceptions of empowerment with data provided by the firm on CS.

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Job Empowerment and Customer Orientation of Bank Employees in Kuching, Malaysia

Cited by 10 publications

References 31 publications

Empowerment as a Mediation of Organizational Support

Empowerment as a Mediation of Organizational Support

The effectiveness of role autonomy in influencing job pursuit intentions of customer‐oriented frontline job seekers

Empowerment in call centers and customer satisfaction

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