Employee Empowerment Research Articles

Lean HRM practices in manufacturing SMEs: exploring the interplay among the influencing factors

Purpose This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector. Design/methodology/approach The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others. Findings The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices. Research limitations/implications While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research. Practical implications The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness. Originality/value This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

Charting creativity in government: the relationship between transformational leadership, psychological empowerment and employee creative performance

PurposeThis paper aims to explore the link between transformational leadership and employee creativity through the lens of self-determination theory, with psychological empowerment serving as a mediating factor. Additionally, it will examine how financial rewards and job formalization might moderate this relationship.Design/methodology/approachThe research uses a survey approach, targeting employees and supervisors from government ministries in the United Arab Emirates through purposive sampling. The study collected data from 254 participants via an online questionnaire and analyzed it using the partial least squares structural equation modeling technique in SmartPLS4.FindingsThe results show that transformational leadership has a significant impact on the psychological empowerment and creative performance of employees. The relationship between transformative leadership and employee creative performance is mediated by psychological empowerment. Additionally, the moderating effects of financial rewards and job formalization are explored. The findings do not support the moderating role of job formalization, and financial rewards negatively moderate the transformational leadership–psychological empowerment relationship.Research limitations/implicationsThe research is centered on a particular cultural setting and government ministry employees, thus limiting the generalizability.Originality/valueThis study explores at how transformational leadership affects employee creativity, considering the role of psychological empowerment and how financial rewards and job structure might influence this relationship.

UNLOCKING THE POTENTIAL OF INNOVATIVE HR PRACTICES FOR SUPERIOR ORGANIZATIONAL PERFORMANCE: A TRANSFORMATIVE CASE STUDY OF SMES IN OMAN

As the business landscape in Oman continues to evolve, it is becoming increasingly clear that innovative HR practices will play a key role in determining the success of SMEs. In the coming years, we can expect to see a growing emphasis on HR practices that prioritize employee empowerment, engagement, and development. It will be interesting to explore how such practices will impact organizational performance in the SME sector of Oman. A quantitative research approach was adopted to achieve this, and data was collected using a structured survey questionnaire. The survey received responses from 383 randomly selected proprietors across all regions of the Sultanate of Oman. The data collected from the questionnaires was used to evaluate the participants' feedback on different innovative HR practices and their impact on organizational performance. The findings from the data collected showed that there is a positive and significant effect of innovative HR practices on organizational performance in terms of recruitment & and selection, learning & and development, performance appraisal and employee commitment. It is concluded that Innovative HR practices are vital in every SME in Oman.
 Keywords: Human Resource, SMEs, Recruitment, Selection, Learning, Development, Reward, Appraisal, Involvement.

The Impact of Rapid Digital Transformation on Employee Empowerment: Evidence from The UAE Banking Sector

The COVID-19 pandemic accelerated the necessity for financial institutions to embrace digital technologies to survive and remain competitive. This study examines the role and impact of empowering employees during this digital transformation, which is identified as a critical factor for successful transformation. Empirical data was gathered through a qualitative methodology, using semi-structured interviews with 18 employees and managers from the banking industry. Thematic analysis coding was employed to identify key factors related to employee engagement in digital transformation within the UAE banking industry. The findings emphasize that actions about job clarity, communication, motivation, quality of relationships, and autonomy among employees have significant implications for performance and productivity during periods of transformative change within organizations. The conclusions assert that employee engagement is pivotal in facilitating the process of digital transformation, enabling large, traditionally service-oriented organizations to achieve this goal.

The Role of Teamwork and Employee Empowerment in Enhancing Organizational Performance in the Pakistan Software Industry

This study examines the impacts of human resource planning (HRP) practices relating to teamwork and employee empowerment on the organizational performance of software firms in Pakistan. While prior research shows bundles of HRP initiatives can benefit outcomes like innovation and financial growth, there is limited focus on specific mechanisms, especially in developing country IT sectors facing talent pressures. Through a survey of 105 software companies, regression modeling indicates teamwork and empowerment together explain 48.7% of performance variation. Both practices display significant positive relationships, validating social exchange, human capital, and ability-motivation-opportunity theories positing that progressive HR systems boost competencies, creativity, and motivation to drive organizational success. However, teamwork has a relatively stronger effect. These findings carry important implications. Theoretically, they provide granular insights beyond broad HRP bundles on how contextual practices like collaboration and autonomy-support stimulate software sector outcomes. For practice, they underscore the need for targeted investments in team initiatives, empowerment policies, and complementary HRM ecosystems beyond efficiency, as software human capital is a vital asset for innovation and growth. Nonetheless, limitations of the cross-sectional design point to opportunities for longitudinal and qualitative research on mediating mechanisms and integrative bundles tailored to software industry dynamics. Overall, by highlighting the performance returns of contextual HRP dimensions in Pakistan’s burgeoning software space, this study offers actionable guidance for harnessing human capital while also elucidating theoretical linkages between targeted HR practices and organizational effectiveness.

Connection Leadership Serve To Behavior OCB With Employee Empowerment And Supervisor-Subordinate Interaction As Mediator As Well Gender As Moderator

Examine the objective of evaluating the influence of servant leadership on organizational citizenship behavior (OCB) with a focus on worker empowerment and superior-subordinate interactions as potential mediators. This study, conducted at PT XYZ, employed analytical techniques such as the absolute difference method, t-test for independent samples, and Baron & Kenny's causal step method to assess the hypotheses. The population and sample comprised 113 outsourced employees at PT XYZ 1, utilizing a fed-up sampling technique. The findings of the research indicate that servant leadership does not exert a significant impact on OCB when gender serves as a moderator. In this research model, gender does not function as a moderating variable. Both male and female outsourced employees share a positive perception of servant leadership within the company, resulting in similar OCB behaviors between the two groups. The presence of the servant leadership variable alone is adequate as an antecedent for fostering positive OCB in employees, irrespective of their gender characteristics. Furthermore, servant leadership significantly influences OCB through the mediation of worker empowerment and superior-subordinate interactions. Leaders who embody characteristics such as love, empowerment, vision, and humility effectively empower workers and foster positive interactions between superiors and subordinates, thereby contributing to OCB behaviors beneficial for the organization.

BBBEE fairness perceptions and job performance: The role of leadership styles and psychological availability

Orientation: Studies suggest that employees fairness perceptions of the workplace are positively linked to job performance. Employees associate perceptions of fairness in the workplace with transformational and transactional leaders. It is important to recognise that employees’ personal resources can be compromised when they perceive a lack of fairness in the workplace.Research purpose: This study investigated the role of leadership styles and psychological availability on the relationship between fairness perceptions of Broad-Based Black Economic Empowerment (BBBEE) and job performance of employees, within the South African work setting.Motivation for the study: Little is known about the association between the fairness perceptions of BBBEE and job performance. Also, less is known about the mediating variables that can influence this relationship.Research approach/design and method: A quantitative cross-sectional design was employed. Convenience sampling yielded 300 participants from whom data were collected.Main findings: The results showed that the perceived fairness of BBBEE had an indirect relationship with job performance by means of transactional leadership styles and psychological availability.Practical/managerial implications: Achieving optimal job performance from this group of employees hinges on transactional leaders satisfying the needs of employees in return for employees meeting agreed-upon obligations. Furthermore leaders need to monitor the extent to which employees are psychologically available at work.Contribution/value-add: The Job Demands-Resources (JD-R) model was extended to demonstrate the impact that fairness perceptions of BBBEE have on organisational behaviour. The study also revealed that the fairness perceptions of BBBEE affect job performance through transactional leadership styles and psychological availability.

Still waters run deep: differences in employee empowerment between public and private sector firms in India

The different structural contexts of public and private sector firms frame the specific organizational work environment. However, public-private comparative studies have been unable to isolate how these differences influence aspects of organizational work, such as employee empowerment, with similarities and differences among key constructs. We develop a contingency view of employee empowerment, theoretically arguing and empirically demonstrating how authentic leadership with different levels of organizational politics influences employee empowerment in different contextual settings, namely public vs. private sector firms. We present evidence of a three-way interaction. We surveyed 173 senior Indian managers working in public and private sectors to measure their perceptions of empowerment, authentic leadership, and organizational politics. Employing ordinary least-square regression, we tested for simple and complex interactions. We found that authentic leadership had interactive effects on how organizational politics and public-private differences impact empowerment. The differences in the effect of authentic leadership on employee empowerment between public and private firms became more, with an increase in organizational politics.

The Moderating Role of Organizational Structure Between Quality Management Systems and Organizational Resilience

<p class="MsoNormal" style="text-align: justify;"><span style="font-size: 14pt; font-family: 'times new roman', times, serif;"><strong><span lang="EN-US">Purpose:</span></strong><span lang="EN-US"> To realize the benefits a Quality Management System (QMS), an organization needs to effectively implement its principles. This includes embracing these principles within an enabling environment. Hence, organizational structure is a critical success factor for adopting quality management systems. </span><span lang="EN" style="mso-ansi-language: EN;">This paper aims at understanding how the organizational structure impacts ISO 9001 QMS implementation and vise versa, besides exploring how quality management initiatives affect organizational resilience through parts.</span> <span lang="EN-US">Design/methodology/approach: The research deploys a qualitative methodology, with an outsider-insider approach. 32 semi-structured interviews were conducted, plus one final reflective interview. Interview questions dealt with structural constructs: communication, employee engagement, employee empowerment, process/routine-orientation, multidisciplinarity, cross-functionality, expertise-utilization and change-readiness. The questions also dealt with how the organizational structure impacted ISO 9001 implementation and vice versa. <strong>Findings: </strong>The results show that ISO 9001 implementation was more successful and fruitful under process-orientation and to some degree under semi-process orientation, while it looked inconsistent under routine-orientation. This indicates a significant role played by the organizational structure when it comes to ISO 9001 implementation. More importantly, the results also demonstrate that ISO 9001 implementation managed to improve organizational resilience by consistently driving the organizational structure toward higher levels of process-orientation for process-oriented units, whereas it failed to realize such impact for routine-oriented units. <strong>Originality/value:</strong> This study is unique as it is the first - within the reviewed literature - to examine the moderating role of the organizational structure between the ISO 9001 standard and organizational resilience. It draws a roadmap for the successful realization of organizational resilience through quality management systems, considering organizational structure constructs.</span></span></p>

Peningkatan Kapasitas Pegawai Melalui Program Hospital Disaster Plan (HDP) di RSUD dr. Loekmono Hadi Kabupaten Kudus

This research aims to see the results of employee capacity building activities through the Hospital Disaster Plan (HDP) program at RSUD dr. Loekmono Hadi Kudus Regency. Hospital preparedness plans are very important in ensuring the safety of the hospital environment and the actions that need to be taken to ensure health services remain available during a disaster situation. Dr. Hospital Loekmono Hadi needs to develop a hospital preparedness plan. The methods used in hospital employee empowerment activities include pretest-posttest, lecture-discussion, direct training/practice, observation and evaluation methods. The research results show that Disaster Management at RSUD dr. Loekmono Hadi is very important considering that Kudus Regency has a variety of potential disasters and is located in an area that has potential threats of flooding, drought, landslides and earthquakes. there was an increase in pretest and posttest results by 12.00 points. It is felt that activities to strengthen employee capacity through the Hospital Disaster Plan (HDP) program need to be developed further because hospitals need more preparedness capacity in facing disasters or emergency situations and can support home accreditation.

The influence of organisational learning capability on the organisational use of SMA practices: The mediating role of employee creativity and empowerment

AbstractThis study extends the strategic management accounting (SMA) and organisational learning literature by examining the role of organisational learning capability in facilitating the organisational use of SMA practices. Further, we consider the role of two employee behavioural factors – employee empowerment of SMA practices and employee creativity – in mediating this relationship. Data was collected from 332 accountants in Australian business organisations using an online survey questionnaire, with structural equation modelling applied to analyse the data. The findings highlight the direct and indirect (through employee empowerment of SMA practices and employee creativity) influence that organisational learning capability has on the organisational use of SMA practices.

The mediating role of employees’ empowerment in the correlation between strategic decision effectiveness and organization’s excellence

The paper aims to analyze the influence of the effectiveness of strategic decisions on organizational excellence, through employee empowerment, as an intermediate variable in Qatari commercial banks, where this study is quantitative and uses the descriptive cause-effect approach. The population of this study includes all directors, assistants, deputies, department managers, and branch managers in the six Qatari Commercial Banks, while the field survey method was used for this study. The population number was 336 participants from whom the researchers retrieved 270 questionnaires valid for statistical analysis. The study found that: the level of effectiveness of strategic decisions on organizational excellence and employee empowerment in Qatari commercial banks is high. The findings also showed that there was a significant effect of the effectiveness of strategic decisions on organizational excellence through employee empowerment as an intermediate variable. The study recommended the need for more studies to maintain the approach of the effectiveness of strategic decisions and employee empowerment in Qatari commercial banks, for their important role in organizational excellence, specifically giving freedom of action to employees to solve and encounter work problems.

Exploring Organizational Democracy from the Perspective of Public Managers: A Phenomenological Approach

Objective: This study aims to explore the experiences and perceptions of public managers in Iranian governmental organizations regarding organizational democracy. By adopting a phenomenological approach, the research seeks to understand the essence of organizational democracy from the perspective of those who have experienced it firsthand, highlighting the key themes and subthemes that emerge from their lived experiences. Methodology: The study employs a qualitative research design with a phenomenological approach to capture the lived experiences of public managers. A non-random snowball sampling method was used to select 15 public managers from various governmental organizations in Iran. Data were collected through semi-structured interviews, and the analysis continued until theoretical saturation was reached. The interviews were transcribed verbatim and analyzed using thematic analysis to identify key themes and subthemes. Findings: Four major themes emerged from the data: transparent and accountable management, independent organizations, personal fulfillment, and free and fair participation. Subthemes included the transition to democratic supervision, planning for civic participation, financial support for employees, fostering innovation, and integrating diverse values. The findings reveal a significant shift towards more democratic organizational practices, emphasizing transparency, employee empowerment, and participatory decision-making processes. Conclusion: The study highlights the critical role of transparency, participatory decision-making, and employee empowerment in enhancing organizational effectiveness and employee satisfaction within Iranian governmental organizations.

Formulation of a Model for Employee Empowerment and Job Embeddedness with the Mediating Role of Social Capital in National Sports Federations

Objective: The objective of this study is to develop a model for employee empowerment and job embeddedness in sports federations, emphasizing the mediating role of social capital. Methodology: This research is applied in nature and employs a descriptive-correlational methodology. Data were collected through standardized questionnaires, including Sprietzer’s Job Empowerment Questionnaire (1995), Putnam’s Social Capital Questionnaire (2005), and Edwards and Kilpatrick's Job Embeddedness Questionnaire (1984), all using a 5-point Likert scale. The sample consisted of 269 randomly selected employees from the total population of 901 employees in national sports federations. Data analysis was conducted using Structural Equation Modeling (SEM) through SPSS and LISREL software to test the hypothesized relationships between empowerment, job embeddedness, and social capital. Findings: The results indicate that the relationship between employee empowerment and job embeddedness is significantly mediated by social capital. The path coefficient for the impact of empowerment on job embeddedness was 0.59, and the mediating role of social capital had a path coefficient of 0.67. The model fit indices, including RMSEA (0.080), GFI (0.91), AGFI (0.97), and NFI (0.91), demonstrate an acceptable fit for the proposed model. The analysis also showed that increasing social capital strengthens the relationship between empowerment and job embeddedness, while decreasing social capital weakens this relationship. Conclusion: This study concludes that employee empowerment and job embeddedness are closely linked through the mediating influence of social capital. Enhancing social capital in sports federations can significantly improve employee retention and productivity.

Customer Profitability Analysis in decision-making-The roles of customer characteristics, cost structures, and strategizing.

This study investigates the interplay between strategic goals and calculative practices, specifically Customer Profitability Analysis (CPA). Drawing on practice-based theories, the research aims to understand how managers strategize with CPA, including the balancing of financial and strategic objectives and the interplay of institutionalized practices with individual practitioners' actions. The study uses a qualitative, revelatory, and exploratory case study approach at the sub-organizational level in a manufacturing company. The researchers compare CPA practices across six departments, guided by a phenomenological research design. Data collection methods include informal conversations, qualitative observations, written documentation, numerical evidence from the accounting system, and interviews. The study offers four novel findings to the field. First, it highlights how managers employ procedural and interactive strategizing to reframe CPA practices. The sophistication of CPA practices increases with unevenly distributed customer volume, high customer-specific, controllable overhead, customer-to-customer interaction, and service complexity. Conversely, the sophistication of cost-focused CPA practices tends to decrease with diverse strategic goals. Additionally, CPA become more effective through the utilization of non-financial information, employee empowerment, localization, and strategic alignment. Second, CPA can be adapted through integrative strategizing where managers avoid using it as a financial benchmark for strategic initiatives. Third, accountants actively seek intermediary roles to incorporate arguments from strategy and marketing to balance strategic objectives-contrary to their portrayal as myopic guardians of profitability. Fourth, the localization of CPA practices to front-line employees compensates for a lack of sophisticated CPA practices. Future research should, investigate the adaptation of calculative practices in different cultures, and industries. Exploring additional contextual factors such as uncertainty, management characteristics, and linguistic framing of practices would be beneficial. Examining the interactions in utilizing CPA practices between front-line staff and customers would shed light on their effectiveness. Lastly, investigating the role of consultants in diffusing such practices would offer valuable perspectives.

Employee empowerment as a driver of citizenship behaviour and job performance in the digital age

Employee empowerment as a driver of citizenship behaviour and job performance in the digital age

An Empirical Study on Employee Empowerment and Impacts on the Employee Productivity and Job Satisfaction with the IT Firms in Bengaluru

An Empirical Study on Employee Empowerment and Impacts on the Employee Productivity and Job Satisfaction with the IT Firms in Bengaluru

The impact of total quality management on the relationship with suppliers and customers: the case of pharmaceutical Jordanian companies

The study aimed to define the contribution of total quality management in relations with suppliers and customers in Jordanian pharmaceutical companies. The study population consisted of pharmaceutical companies in Jordan targeting individuals in supervisory positions in these companies. A total of 170 responses were received. The results of the study found that Jordanian pharmaceutical companies apply total quality management in terms of “commitment of senior management, employee empowerment, strategic planning for quality”, which had positive relationships with suppliers and customers. It indicates that total quality management and supply chain practices, especially the relationship with suppliers and customers, are among the basic concepts that work to improve supply chain performance. The study recommends devoting the necessary attention and care to empowering workers, and this is where the essential role-play for senior management is to create interest among employees in their work and jobs through training programs. However, developing methods of collective motivation, participating in setting goals, making decisions, and displaying the image of the work “Family” and forming problem-solving teams for the purpose of achieving empowerment is also important.

Factors associated with self-management in older adults with multiple chronic conditions: a qualitative study.

Recognizing the importance of self-management in older adults with multiple chronic conditions (MCCs) is crucial for their quality of life. This qualitative study explored the factors linked to self-management among older adults with MCCs. The present study was conducted in three stages: an integrated review, qualitative interviews, and Delphi. The search used electronic databases including Web of Science, PubMed, Scopus, Magiran, SID, and Iranmedex. The results of 33 studies that met the inclusion criteria were analyzed using conventional content analysis. A data matrix was formed; and purposeful sampling was conducted among older adults with MCCs, family caregivers, and specialists. The data were collected through semi-structured interviews. Data analysis of 29 interviews was conducted simultaneously with data collection using oriented qualitative content analysis and the Elo and Kyngäs approach. Three rounds of Delphi were conducted via email correspondence with a group of 30 experts to develop and validate the proposed variables. The factors that influence self-management can be categorized into various categories. Biological factors, cognitive factors, co-morbidities, socio-economic factors, health-related behaviors, mental health, interactions with healthcare teams, Family relationships, medical facility resources, employee empowerment, health policy development, and cultural influences. Self-management in older Iranian adults with MCCs is a complex and multidimensional phenomenon. By identifying the relevant factors, it is possible to design operational plans that promote self-management among the older adult population and are tailored to fit the specific needs of Iranian society.

Presenting a Model for Developing Employee Commitment in Iranian Government Organizations

Objective: Employee commitment [participation and role performance] typically encompasses mechanisms or methods that allow employees and their representatives to intervene in organizational decision-making within the company and to implement joint decisions regarding company management, thereby supporting the employees' viewpoint. Intervention and participation can be either direct or indirect. Methodology: The current research aimed to present a model for developing employee commitment in Iranian government organizations. This study is of mixed-methods research type (qualitative and quantitative). In the qualitative phase, the Delphi method and research literature were used to identify concepts, dimensions, and components. In the quantitative phase, the model presented in the qualitative part was tested using a questionnaire tool and the Structural Equation Modeling (SEM) method with a Partial Least Squares (PLS) approach. The statistical population in the qualitative phase for Delphi analysis included managers and heads (10 individuals) and academic professors (10 individuals), all of whom were selected as the sample population. The statistical population in the quantitative phase comprised all employees of government organizations under the Deputy for Human Resource Development of the Presidency, with the Agricultural Bank considered as one of the government organizations and banks for the quantitative section's population. A multi-stage random sampling method was used to select an appropriate research sample. The population size was 16,130 individuals, with a sample size of 376 based on Morgan's table. Findings: According to Delphi results, a total of 39 components were ultimately approved, and the quantitative phase questionnaire was designed based on 42 components. Considering the quantitative section's results, the dimensions of selection and employment, employee communications, empowerment, performance management, and compensation management had impact coefficients of 0.852, 0.798, 0.778, 0.88, and 0.773, respectively, in relation to processes. Furthermore, the dimensions of organizational culture, organizational structure, the country's ICT infrastructure, strategy and organizational goals, and the level of acceptance and development of EHRM had impact coefficients of 0.683, 0.796, 0.831, 0.923, and 0.822, respectively. The impact coefficients for processes and infrastructures were 0.954 and 0.895, respectively, in relation to the development of employee commitment. Conclusion: Therefore, it can be concluded that the research model has a high capability in measuring the main variables of the research. Given the standard nature of the model, the software findings are reliable.