Relationship between empowerment and job satisfaction

relationship between empowerment and job satisfaction

Our outcomes show a positively significant relationship that exists between employee's empowerment and job satisfaction also employee empowerment has a. M.A. Adesola, K.O. Oyeniyi, M.A. AdeyemiEmpirical study of the relationship between staff training and job satisfaction among Nigerian Banks employees. Does psychological empowerment mediate the relationship between psychological climate and job satisfaction? Journal of Business and Psychology, 18(4).

The Indian CCSEs face the challenge of a multi-lingual work environment that features many unplanned or unforeseen workload peaks [29] on a daily basis, which in turn, negatively affect job satisfaction.

Transformational leadership is a tool that enhances subordinate satisfaction. Job satisfaction also comes from the ability of workers to have a clear understanding of the goals and the objectives of the organization. Transformational leadership clarifies mission, goals, and objectives for employees, which in turn, reduces the tension of CCSEs related to their daily tasks and thus increases their job satisfaction. Berson and Linton [8] indicate that transformational leadership improves employee job satisfaction by increasing positive employee attitudes and clarifying the role of employees.

Studies [25] have also found that transformational leadership improves employee job satisfaction by increasing positive employee attitudes and clarifying the role of employees. In Western cultures, Job satisfaction comes from the ability of workers to have control over the jobs, or feelings of empowerment in their lives at work [26, 27]. Front-line service workers desire to have some control over their jobs to solve service related problems e.

Empowerment has been described as a venue to enable employees to make decisions [30]. The increased discretion and flexibility experienced by empowered CCSEs likely make them feel better about their jobs and heighten job satisfaction. Nedd [31] also found that, as a byproduct of satisfaction, empowerment improves employee intent to stay with the same organization.

More recently, Dickson and Lorenz [33] found positive relationship between empowerment and employee job satisfaction. Karia and Asaari [9] also indicate that employee empowerment significantly enhances job satisfaction. Therefore, unless cultural differences moderate the relationship, empowerment is expected to have a positive influence on attitudinal and behavioral responses of CCSEs in the Indian hospitality industry.

In summary, the reviewed literature shows positive relationships between i transformational leadership and employee job satisfaction and ii empowerment and employee job satisfaction in Western Cultures. Accordingly, the following hypotheses are formulated: The higher the level of transformational leadership used by managers, the higher will be the level of CCSE job satisfaction in the Indian hospitality industry.

The higher the level of employee empowerment, the higher will be the level of CCSE job satisfaction in the Indian hospitality industry. All measurement instruments pertaining to i transformational leadership were taken from Dubinsky et al.

All the scale items were pre-tested for construct validity. Respondents were asked to indicate their agreement with each item statementusing a five-point Likert scale providing an interval level of measurement.

Transformational leadership TL is operationally defined as the extent to which managers motivate and encourage employees to 1 use their own judgment and intelligence to solve problems while performing their jobs, 2 transfer missions to employees, and 3 express appreciation for good work.

The Cronbach alpha on the responses of the thirty employees who participated in the pre-test of the above scale items was 0. Employee empowerment EE is operationalized as the extent to which CCSEs feel that their managers allow them to use their own initiative and judgment in performing their jobs.

Hartline and Ferrell [16] used the eight-item tolerance-of-freedom scale [35], which measures the degree to which managers encourage initiative, give employees freedom, and trust employees to use their own judgment.

Scale items were reworded to apply to CCSEs in the hospitality industry and the reliability internal consistency of these re-worded items was re-tested. Hartline and Ferrell [16] used eight items scale for their studies.

Scale items were reworded to apply to CCSEs in the hospitality industry and the reliability of these re-worded items was re-tested.

In a purposive sample, participants are screened for inclusion based on criteria associated with members of the focal population. The focal population was comprised of restaurant fast food and full service service workers in the Punjab area of India. Survey questionnaire bundles coupled with an instruction sheet were provided to participating volunteers for distribution.

In addition, participants were explicitly asked not to disclose their names on the questionnaire, and were free to decline responding to any survey question that they felt might reveal their identities. Skewness measures for all of the items were within the range of: Therefore, we used statistics that assume scalar values and symmetric distributions to test our hypotheses.

Vikram supervisors influence the job satisfaction of employee.

relationship between empowerment and job satisfaction

The researcher reported that employees in old age www. We depended on the identified factors, namely: The data was analysed using frequency and and working hours important for improving job satisfaction of percentages, and to draw meaningful findings.

Suman Devi and Suneja witnessed that significant difference exists between V. But these differences monthly income of hundred employees of the Axis banks of are not significant in case of the aspects, in relation to co- New Delhi are presented in Table No. Hence, differential nature of samples, above demographic characteristics to make the sample groups and regions, provides a ground for more researches on representative.

A considerable number of respondents job satisfaction and employee empowerment of employees of belonged were male 64 whereas 56 percent of them were banking sector in New Delhi.

It is clear from the data that only14 of the employees are graduates, 70 of the employees are post-graduate and the IV. Therefore, the study implies that the majority of the employees working in Axis This ex-post facto approach was considered most suitable to are highly educated.

It has been observed from the data that understand the phenomenon of empowerment of employees majority of the respondents 54 in Axis Bank were in the age of the Axis bank. The population of the study consisted of all group of years, and 8 were in the age group of 46 and employees who are working in Axis bank in the state of New above, whereas those who were in the age group of Delhi.

A convenient sample of employees at selected six years were It has been observed from the data that 20 of branches of Axis Bank, located at Azadpur, Bali Nagar, laxmi the respondents are working on managerial post, whereas 80 nagar, Rohini sec, Pashim Vihar, Kamla Nagar, Civil are officers the rest 20 are in support staff.

Those employees who are permanent Rs. The unit of the study was an employee in Axis bank. The first part consisted of questions about personal information on age, Particulars Group Rate gender, education, marital status etc.

These questions Female 56 included important dimensions of organizational structure. Education Upto secondary 16 These are: InWeiss et al. This 46 and above 8 scale has been widely used in the literature being a well- Income Upto20, 26 known and stable over the time instrument with previous 20, 32 researches yielding excellent coefficient alpha.

Each Officers 60 question had five response categories i.

relationship between empowerment and job satisfaction

Most of the employees were satisfied dimensions of organizational work environment was collected with the welfare measures at the work place as they and analysed. The table 2 below presents summary of these expressed of having no anxiety, tension and findings. This situation indicates that Table 2: Particulars Average Percentage Axis Bank employees has a traditional management 1 Training and Development 2 40 hierarchy although the in official communicational 2 Nature of Job 2.

The Attitude of superiors toward their other people subordinates is good upto some extend or it can be 8 Reward and Recognisation 2 40 said that the superiors supports subordinates our result 9 Attitude of Superiors 2. They are 10 Role Clarity 3.

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It is a good sign of employee 12 Chance to implement own 1. They mentioned that the rewards and recognitions are not 15 Chance of deligate work 2 40 commensurate with the nature of work i.

These are mentioned below: These factors shows and development which they get from the that Axis Bank need to wolk more for the organization. That means training is lacking and implementation of empowerment.

It appears that a little over 50 percent of respondents VII. This they felt is a accomplishment, chance to implement own ideas, freedom of healthy sign of development of an organization. This judgment, chance of advancement, chance to delegate work they viewed leads to discharge their responsibilities etc.

Zapp! The Lightning of Empowerment How to Improve Quality, Productivity, and Employee Satisfaction

On the basis of statistical analysis, difference in better and in this task they get cooperation and percentage between satisfaction and dissatisfaction suggests guidance of other colleagues. Some others to measure the job satisfaction and employee empowerment might have hesitated to give the actual data due to fear are reflecting the direct relationship.

Satisfied Employees are of management or they merely thought it was a waste ready to shoulder the responsibilities or it can be said that of time. Job satisfaction among bank employees. Banking professionals and attitudinal 1. The Axis Bank should suitably reward initiatives and dimensions of job satisfaction: International contributions of employees. They must be recognized Journal of Research in Commerce, I. Promotion is the most encouraging variable, so axis [3].

Archana Singh An enhancing productivity and performance of the employees by exploring employee satisfaction: International Journal of Management in effectively reward so the employees become more Education, Vol. Working environment in terms of daily working teachers of Saurashtra Kutch. Journal of Applied employees, vocational leave, amusement time, cultural Psychology, Job which is essential for personnal and individual Satisfaction: Deshwal Pankaj Job satisfaction: A study of those who 4.

Axis Bank employees has a traditional management mould the future of India.