Académique Documents
Professionnel Documents
Culture Documents
93-99
TI Journals
ISSN:
2306-7276
Siavash Rezaei*
Department of management, Kerman Branch, Islamic Azad University, Kerman, Iran.
Mohsen Ahmadi
Department of Management, Payame Noor Uuniversity, I.R. Iran.
*Corresponding author: f_shab2007@yahoo.com
Keywords
Abstract
Employee empowerment
Organizational structure
Organizational culture
The aim of this study was to investigate the factors affecting employee empowerment of Golestan Province
Department of Roads and Transport. This research is functional based on aims and is descriptive survey based on
method of data collection. The statistical population consisted of 421 employees of Golestan Province
Department of Roads and Transportation and statistical sample was 200 using Cochrane sampling method. The
questionnaire used to collect data had reliability coefficient of 0.7776 that is greater than value of 0.7, therefore,
questionnaire was valid. The inferential statistic techniques like Kolmogorov-Smirnov test and Spearman
correlation coefficient were used in order to analyze and evaluate data and their normality. Results of hypotheses
showed that organizational structure and organizational culture have significant relationship with employee
empowerment and dimensions of organizational structure such as complexity, recognition and centralization
have significant relationship with employee empowerment and there is direct relationship among dimensions of
organizational culture as well as management support, system of rewards and team formation and empowerment.
1. Introduction
Educated and skilled workforce is the greatest asset of any country. What direct a nation to development are its human resources. Peter Drucker
states that most valuable asset of a state were production tools in past era but now the main capital of an organization is its employees.
There is no doubt when organizations talk of competition, technological advances, growth and evolution, empowerment of human resources are
the most important and the most appropriate strategies for increasing manpower productivity. In the last two decades, due to intensified
competitions in world and creation of global village, organizations focus on employee empowerment in order to maintain themselves in today's
turbulent environment. Empowerment is one of the most promising concepts in world business that has been considered less, despite much
discussion on empowerment, benefit is less, but now it has become a matter of day. Although empowerment can be a competitive advantage for
an organization and despite the fact that many managers agree that empowerment is desirable, most organizations have difficulty implementing
it.
One of the strategies for empowering employees to improve productivity is human resource and its characteristics. Since organizations encounter
with problems such as decreased productivity, dissatisfied customers, doing things slowly, reduced flexibility and motivation of employees,
employee empowerment can be a good strategy. It is a process by which managers allow employees to gain power and influence within
organization. The success of an organization depends on the extent to which all employees can be empowered.
Empowerment is the people's tendency to self-control, self-importance and accepting freedom for themselves. Empowered human resources are
constantly learning and developing new skills and make prepare themselves to meet new demands. The organizations gain benefits from
empowerment process: increased occupational satisfaction of members, improved quality of working life, improved work and service quality,
increased organizational efficiency, organizational members preparation for competence and confidence.
The main aim of this research is to study factors affecting on employee empowerment of Golestan provinces Department of Roads and
Transportation from structural and cultural dimensions.
2. Research Literature
2.1 Definition of empowerment
Multiple definitions of empowerment are provided, some of which include:
Empowerment involves giving power, responsibility to employees and administrators in order to decide for doing some activities and
have more control over jobs [3].
Empowerment means creating necessary capacities for employees to empower themselves with added value to organization and
playing role and responsibility that they are responsible for in organization, in addition to efficiency and effectiveness. This will be
realized by knowledge and experience of employees with work component named incentive in employees [2].
Dimensions of empowerment
Thomas and Velthouse (1990) consider empowerment as an intrinsic motivation that reflects the active role of employees in organization and
distinguish among management strategies, organizational factors and employees' perceptions of empowerment. They emphasize on multifaceted
nature of empowerment and mention four psychological dimensions: Sense of significance, competence, choice and effectiveness.
Sprietzer (1995-96) and Abdullahi (2005) measured and validated in their research studies four dimensions. Whetten and Cameron (1998) added
confidence to above dimensions based on Mishra research (1992).
Thus, psychological empowerment of employees based on previous research can be summarized in five dimensions.
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International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
Explanation
Having confidence in ones ability to perform tasks successfully
Having freedom to choose the method and way of doing works
Belief in personal ability to influence or control the outcome of activities
Valuing career goals based on personal ideals and standards
Feeling security and believe that they will be dealt with
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Studying Factors Affecting Employee Empowerment in Golestan Province Department of Roads and Transportation
International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
Strategy
Aims
Approach
Empowerment of
employees
Mechanical
Sense of competence
Sense of significance
Sense of effectiveness
Sense of autonomy
Sense of confidence
Increase employee
motivation
Motivational
Recognition
Organic
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International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
Complexity
Recognition
Centralization
Empowerment
Protection
Team composition
Reward System
This research is functional based on aims and is descriptive survey based on method of data collection. The statistical population consisted of
421 employees of Golestan Province Department of Roads and Transportation and statistical sample was 200 using Cochrane sampling method.
The alpha amount was 0.7776 in questionnaire that is greater than value of 0.7, therefore, questionnaire is valid. The inferential statistic
techniques like Kolmogorov-Smirnov test and Spearman correlation coefficient were used in order to analyze hypotheses.
3. Research hypotheses
The main hypothesis
1. There is significant relationship between organizational structure and employee empowerment of Golestan provinces Department of
Roads and Transportation.
2. There is significant relationship between organizational culture and employee empowerment of Golestan provinces Department of
Roads and Transportation.
Sub- hypotheses
1. There is significant relationship between organizational complexity and employee empowerment of Golestan provinces Department
of Roads and Transportation.
2. There is significant relationship between organizational recognition and employee empowerment of Golestan provinces Department
of Roads and Transportation.
3. There is significant relationship between organizational centralization and employee empowerment of Golestan provinces Department
of Roads and Transportation.
4. There is significant relationship between organizational management support and employee empowerment of Golestan provinces
Department of Roads and Transportation.
5. There is significant relationship between organizational system of rewards and employee empowerment of Golestan provinces
Department of Roads and Transportation.
6. There is significant relationship between organizational team formation and employee empowerment of Golestan provinces
Department of Roads and Transportation.
4. Data analysis
Using Kolmogorov - Smirnov we concluded that eight variables of complexity, recognition, centralization, management support, reward
systems, team composition, organizational structure and organizational culture are not normal and only empowerment variable is normal. Nonparametric Spearman correlation is used to test the hypotheses (correlation).
4.1The main hypotheses
1. There is significant relationship between organizational structure and employee empowerment of Golestan provinces Department of Roads
and Transportation.
H0: There is no significant relationship between organizational structure and employee empowerment.
H1: There is significant relationship between organizational structure and employee empowerment.
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
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Studying Factors Affecting Employee Empowerment in Golestan Province Department of Roads and Transportation
International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational structure and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to -0.303 that
indicates a negative relationship between organizational structure and empowerment.
2. There is significant relationship between organizational culture and employee empowerment of Golestan provinces Department of Roads and
Transportation.
H0: There is no significant relationship between organizational culture and employee empowerment.
H1: There is significant relationship between organizational culture and employee empowerment.
Table 4. The correlation test between organizational culture and empowerment
Correlation coefficient
0.560
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational culture and employee empowerment
of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to 0.560 that indicates a direct
relationship between organizational culture and empowerment.
4.2 Sub- hypothese
1. There is significant relationship between organizational culture and employee empowerment of Golestan provinces Department of Roads and
Transportation.
H0: There is no significant relationship between organizational complexity and employee empowerment.
H1: There is significant relationship between organizational complexity and employee empowerment.
Table 5. The correlation test between complexity and empowerment
Correlation coefficient
0.286
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational complexity and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to 0.286 that
indicates a direct relationship between organizational complexity and empowerment.
2. There is significant relationship between organizational recognition and employee empowerment of Golestan provinces Department of Roads
and Transportation.
H0: There is no significant relationship between organizational recognition and employee empowerment.
H1: There is significant relationship between organizational recognition and employee empowerment.
Table 6. The correlation test between recognition and empowerment
Correlation coefficient
-0.448
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational recognition and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to -0.448 that
indicates a negative relationship between organizational recognition and empowerment.
3. There is significant relationship between organizational centralization and employee empowerment of Golestan provinces Department of
Roads and Transportation.
H0: There is no significant relationship between organizational centralization and employee empowerment.
H1: There is significant relationship between organizational centralization and employee empowerment.
Table 7. The correlation test between centralization and empowerment
Correlation coefficient
-0.417
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational centralization and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to -0.417 that
indicates a negative relationship between organizational centralization and empowerment.
4. There is significant relationship between organizational management support and employee empowerment of Golestan provinces Department
of Roads and Transportation.
H0: There is no significant relationship between organizational management support and employee empowerment.
H1: There is significant relationship between organizational management support and employee empowerment.
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International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational management support and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to 0.508 that
indicates a direct relationship between organizational management support and empowerment.
5. There is significant relationship between organizational system of rewards and employee empowerment of Golestan provinces Department of
Roads and Transportation.
H0: There is no significant relationship between organizational system of rewards and employee empowerment.
H1: There is significant relationship between organizational system of rewards and employee empowerment.
Table 9. The correlation test between system of rewards and empowerment
Correlation coefficient
0.592
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational system of rewards and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to 0.592 that
indicates a direct relationship between organizational system of rewards and empowerment.
6. There is significant relationship between organizational team formation and employee empowerment of Golestan provinces Department of
Roads and Transportation.
H0: There is no significant relationship between organizational team formation and employee empowerment.
H1: There is significant relationship between organizational team formation and employee empowerment.
Table 10. The correlation test between team formation and empowerment
Correlation coefficient
0.412
Conclusion
Relationship
Error rate
0.05
Significance level
0.000
Since the significance level is 0.000, and is smaller than error rate, then we conclude first hypothesis, this means that there is a significant
relationship between these two variables. Namely, there is a significant relationship between organizational team formation and employee
empowerment of Golestan provinces Department of Roads and Transportation. The value of correlation coefficient is equal to 0.412 that
indicates a direct relationship between organizational team formation and empowerment.
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Studying Factors Affecting Employee Empowerment in Golestan Province Department of Roads and Transportation
International Journal of Economy, Management and Social Sciences Vol(4), No (1), January, 2015.
employees and their ideas and creativity, they will feel usefulness and trust their managers even if they have deficiencies because managers trust
them. These two components, namely trust and perceived usefulness are important components of employee empowerment.
The fifth sub- hypothesis
The significance level (0.000) is smaller than error rate (0.05) after hypothesis test using data obtained from questionnaire, therefore, the fifth
hypothesis is confirmed, and this means that there is significant relationship between system of rewards and employee empowerment of
Golestan provinces Department of Roads and Transportation.
The sixth sub- hypothesis
The significance level (0.000) is smaller than error rate (0.05) after hypothesis test using data obtained from questionnaire, therefore, the sixth
hypothesis is confirmed, and this means that there is significant relationship between team formation and employee empowerment of Golestan
provinces Department of Roads and Transportation. According to the results of hypotheses test, there is significant relationship between team
formation and employee empowerment. Implementing tasks in team and groups lead to organization employee empowerment for two reasons.
A. Knowledge, skills and experiences will be exchanged with each other in teamwork and enhances knowledge and awareness among people in
general, and knowledge will help individuals to perform their duties effectively. B) People feel effectiveness and their motivation to perform the
task is risen exponentially in group work. As noted, the feeling of effectiveness is one of the most important components of employee
empowerment.
7. Suggestions
1)
2)
3)
4)
Due to the fact that system of rewards variable is the most determinant factor in employee empowerment of Golestan provinces
Department of Roads and Transportation, managers are recommended to choose a good and regular system of rewards to their
employees in order to show that they will appreciate employee efforts and hard work and management respects employees and
evaluates their performance and yields better rewards.
Another important factor that plays a significant role in employee empowerment is management support. It is suggested that managers
support employees and not be apart from employees and value organization personnel ideas and opinions and to ensure them that
management will always support them and even if employees have shortcomings and mistakes, will help them in solving the work
problems.
Other factor that has significant relationship with employee empowerment is recognition that is negatively related to empowerment of
individuals. It is recommended to organization managers avoid from legislating dry, lifeless and dull laws that are sharply against
employee empowerment, and allow employees to perform their work with little autonomy and freedom of action and determine better
ways of doing works and use their ingenuity and creativity to solve problems.
Another important factor that has significant relationship with employee empowerment is centralization. If managers want to empower
employees and make decisions with high efficiency, they must delegate their powers to employees and allow each employee to sees
himself as a manager and provide effective decisions and solutions in order to increase the organizational efficiency and performance.
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