Post on 02-Jun-2018
transcript
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
1/45
1. Introduction
1.1 Employee Empowerment
Employee empowerment is a term used to express the ways in which non-managerial staff can
make autonomous decisions without consulting a boss/manager. Employee empowerment is
employees actual involvement and influence over organizational processes and decision-
making.
In this era of globalization there is need for employees empowerment in organization so that
employees will be in position to make uick decision and respond uickly to any changes in the
environment. !rganization that are committed to employee empowerment they are in a position
to motivate and retain their employees" although its a complex management tool which needs to
be nurtured and handled with a lot of care #$ick et al." %&&'(. Employee empowerment is a
motivational techniue that is designed to improve performance if managed properly through
increased levels of employees participation and self determination. Employee empowerment is
concerned with trust" motivation" and decision-making. )hen employees feel that they have
choice and can make direct decisions related to their work" this does often lead to a greater
feeling of self-worth. *nd an employee who does not feel constantly watched and criticized is
more likely to consider work as a positive environment" rather than a negative one. +husemployee empowerment will lead to improving productivity" performance and ,ob satisfaction.
+here are two views of empowerment. +he first one is proposed by obbins#0( defining the
concept of 1empowerment as a participative management" delegation" and the granting power to
lower-level employees to make and enforce decisions2. +his definition is consistent with a
functional view of empowerment. *ccording to this view" a manager intervenes to delegate more
of his or her power to employees" to reduce direct supervision and to provide overall vision. +he
employees en,oy more flexible ,ob descriptions. +his framework presupposes that the amount ofpower in the organization is fixed3 hence the management can simply distribute its power
throughout the hierarchy to empower the employees. +his way" an organization could achieve the
goals of the employee empowerment creating better business outcomes" happier and motivated
workforce.
%
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
2/45
+he second view of empowerment is proposed by +homas and 4elthouse #%&&(. +hey define it
in term of cognitive motivational concept or psychological empowerment. It is mainly based on
the following five tasks related cognitions5 #%( choice fullness" i.e." the employees feelings of
choosing what work activity they ought to put their effort on" #( meaning" i.e." the employees
determination of the intrinsic value of a particular work role" #6( competence" i.e." self-belief in
the employees ability to fully perform specific tasks" #'( self-determination" i.e." the employees
belief that he or she has control over decisions about work-related activities and behaviors" #0(
impact" i.e." the employees belief that his or her actions can make a difference in the
organization strategies" tactics" and outcomes.
1.2 Employee Empowerment Definition
+he !xford dictionary defines the verb 7empower7 as 7to enable7. +hus" empowerment implies
more than simply sharing power or authority. Every organization that is involved in the
empowering employees defines empowerment according to its usefulness and scope in practice.
Even though it is difficult to assign an exact definition to the term empowerment" five general
definitions are listed below5-%. Employee empowerment is defined as 1a transfer of power2 from the employer to the
employees #andolph" %&&0(.. Empowerment is not only having the freedom to act" but also having higher degree of
responsibility and accountability #8lanchard et al." %&&9(. +his indicates that management
must empower their employees so that they can be motivated" committed" satisfied and
assist the organization in achieving its ob,ectives.6. Empowerment is the process of enhancing feelings of self-efficiency among
organizational members through the identification of conditions that foster powerlessness
and through their removal by formal organizational practices and informal techniues of
providing effective information #:onger ; awler" %&&0(.
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
3/45
0. Empowerment is a state of mind. *n employee with an empowered state of mind
experiences feelings of %( control over the ,ob to be performed" ( awareness of the
context in which the work is performed" 6( accountability for personal work output" '(
shared responsibility for unit and organizational performance" and 0( euity in the
rewards based on individual and collective performance #?ohammed et al." %&&=(.
*ccording to @ummuda and Aulaimi #%&&B(" :onger and
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
4/45
greater market share and customer satisfaction increase the bottom line by such methods
as reducing waste and building uality while meeting customer reuirements increase upper managements time for development of the top line #sales and revenue( maintain and increase competitiveness increase trust and cooperation with management increase communication among employees and divisions
1.4 Empowerment Misconceptions
+he benefits of employee empowerment can be easily recognized by management" but they can
also be easily misconstrued. +wo of the most common misconceptions are that managements
role will be diminished and that management will be eliminated when employees are given more
power #@ammuda et al." %&&B(.
Diminished role of management
?any managers fear that through the empowerment of employees" the role of managers will
diminish until the managerial position will become obsolete. Empowering employees reuires
managers to trust more and to 1loosen up the reins.2 !ftentimes" middle management can play a
blocking role. Empowerment" however" allows more opportunities for employees. +he
managerial role will not be done away with" but rather it will be redefined. +he managerial role
becomes one of coach and leader. $ewly empowered employees reuire guidance and someone
in a position to rally around them. In this new role" managers will not be making the decision for
their employees" but they will provide the structure and framework within which the employees
themselves can make good decisions #@ammuda et al." %&&B(.
More power to employee
Dome owners believe that by empowering employees" the eventual result will be an organization
full of empowered employees with no organizational control. +he empowerment of employeescan occur in ways that may not reuire giving the employees more power. +he feeling of
employee empowerment can be improved by listening and being more responsive to employee
comments" providing necessary training" encouragement by management and fellow employees"
providing employees with the necessary resources to do their ,obs" allowing access to relevant
'
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
5/45
information and matching employees to their tasks according to training and experience
#@ammuda et al." %&&B(.
1.5 hree !eys "pproach to empowerment
!en Blanchard #1$$$% and his associates have provided a clear and practical approach to
creating empowerment. +hey define three interrelated keys that together can create structural
empowerment in organizations5 share accurate information widely" create autonomy via boundaries" replace hierarchical thinking with self-managed teams.
%. he &irst !ey' (hare "ccurate Information )idely *pen+ sharing of information iscrucial to empowerment" since without information people cannot act responsibly" even if
they want to. +he problem in most organizations is that top managers are often reluctant
to share financial" performance" and strategic information with people throughout the
organizational hierarchy. +hey feel that this information is too complex and too sensitive
for such sharing. 8ut without the vertical and horizontal sharing of information that is
needed to make business decisions" empowerment will go nowhere. Information sharing
is the lifeblood of empowerment.
. he (econd !ey' ,reate "utonomy -ia Boundaries+ +his key means making sure that
individuals and teams know exactly where their responsibilities begin and end. :lear
boundaries must be constructed by defining goals" roles" and values" and by designing
organizational structures and systems consistent with them. +hese boundaries spell out an
area of freedom so that everyone" within this area as well as outside it" knows where to
act with autonomy.
6. he hird !ey' eplace /ierarchical hin0ing with (elf+Managed eams+ +he callfor greater team emphasis and especially for teams that control their own work has been
heard before and often ignored by top man- agers. 8ut much evidence suggests that such
teams can have real benefits in todays complex and dynamic business world" especially if
they are empowered" self-managed teams. +he collective application of a teams
knowledge" skills" and motivation can create a powerful synergistic impact for an
0
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
6/45
organization. *side from increased satisfaction on the part of team member-employees"
self-managed work teams have been shown to increase employee commitment" improve
management-employee communication" increase efficiency" and reduce costs.
+he three keys" when implemented properly and as an interactive package" result in what isknown as organizational empowerment. +hat is" rather than simply encouraging people to 7feel
empowered"7 the three keys actually make changes in an organizations operating structures.
+hese changes create the empowering conditions needed to make empowerment real. )ithout
them" empowerment will fail and its promised results will not materialize
1. sychological perspecti-e
)ilkinsons #%&&=( psychologically employee empowerment affects the employees inner
natures #e.g. attitudinal shaping(3 their expressed behaviour #e.g. information sharing( or both
#e.g. self imaging(. +his form of empowerment is internal state of intrinsic motivation. +homas
and 4elthouse #%&&( model depicted that employee empowerment is based on four dimensions
or 1task assessment2 that affected a person intrinsic motivation for the ,ob at hand and these are5
Meaningfulness' the meaning of a value of a task goal or purpose ,udged in relation to
individual own ideals of standards.
,ompetence competence is an individuals belief in his or her capability to perform taskactivities skilfully.
(elf determination #or choice% autonomy in the initiation and continuation of work
behaviours and processes and impact. erception of the degree to which an individual can influence certain outcomes of work.
In order for the individual to be empowered" the person must experience all four dimensions of
empowerment mentioned above.
1. Multidimensional ature of he Empowerment
!ne dimensional approach is not enough to view employee empowerment. Employee
empowerment to be effective in organizations" management should view it as part of the system.
9
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
7/45
Fower is a complex interactive process" whereas employee empowerment is an act of developingand increasing power by working with others. Empowerment involves educating" leading"
mentoring/supporting" providing" structuring and one that incorporates all the above. +his clearly
indicates that empowerment is a multi-dimensional process which involves many elements in an
organization.+he multidimensional nature of the empowerment is shown in fig.% which depicts the
relationship between empowerment" power distance" intent to leave and ultimately ,ob
satisfaction in the organization #Dpreitzer" %&&0(.
1.6 7o8 satisfaction
Gob satisfaction describes how content an individual is with his or her ,ob. Gob satisfaction has
been defined as a pleasurable emotional state resulting from an affective reaction to ones ,ob and
an attitude towards ones ,ob. +he happier people are within their ,ob" the more satisfied they are
said to be. Gob satisfaction is not the same as motivation" although it is clearly linked. Gob design
aims to enhance ,ob satisfaction and performance3 methods include ,ob rotation" ,ob enlargement
and ,ob enrichment. !ther influences on satisfaction include the management style and culture"
employee involvement" empowerment and autonomous work groups. Gob satisfaction is a very
important attribute which is freuently measured by organizations.Fractical implications of ,ob satisfaction
B
Higure %. :onceptual framework showing the influence of employee empowerment perceptions
on employee intent to turnover mediated by power distance and ,ob satisfaction
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
8/45
Gob Datisfaction can be an important indicator of how employees feel about their ,obs and a
predictor of work behaviors such as organizational citizenship" absenteeism" and turnover
#)egge et at." B(. Hurther" ,ob satisfaction can partially mediate the relationship of personality
variables and deviant work behaviors. Gob satisfaction has a rather tenuous correlation to
productivity on the ,ob and the relationship between satisfaction and performance can be
moderated by ,ob complexity" such that for high-complexity ,obs the correlation between
satisfaction and performance is higher than for ,obs of low to moderate complexity #Gudge et at."
%(.
Importance of Employee (atisfaction
+he effects employee satisfaction has on an organizations business are numerous. Dome of themost relevant and profitable effects are described below5- $ot only are employee turnover" customer satisfaction" labor costs" and pretax margins
improved by addressing employee satisfaction" but customers" products" and the
company itself are also positively affected Frofit and growth are stimulated directly #and primarily( by customer loyalty. :ustomer
loyalty is a direct conseuence of customer satisfaction. :ustomer satisfaction is heavily
influenced by customer perceptions of the value of services they receive. 4alue is created
by satisfied" loyal and productive employees. Employees who feel a sense of teamwork
and common purpose" a strong commitment to communication" and managerial
empowerment are most able" and willing" to deliver the results that customers expect.
1.$ Elements of 9o8 satisfaction and employee empowerment
*ccording to the review of literature" ,ob satisfaction consists of following elements #@alvorsen
0(5
a. ecognition/*ppreciation b. Hinancial :ompensationc. )ork Environment d. *dvancement !pportunitiese. 8enefits/Ferks f. Dupport/Encouragementg. ?anagement/>eadership h. +rainingi. Farticipation/Gob esponsibility ,. :hallenging/Fersonal*ccomplishmentk. :ommunication
=
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
9/45
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
10/45
2. e-iew of ;iterature
Dtudies on employee empowerment5ulli #2::$%" Docial cognitive theory provided an appropriate framework to integrate
empowerment climate" psychological empowerment and ,ob performance behaviours from a
multilevel perspective and to subseuently test the resulting relationships. esults lend empirical
support to the theoretical distinctiveness of empowerment climate and psychological
empowerment but also confirm that the experience of empowerment can be fostered by an
empowering work climate. +his is supported by the substantial variance that empowerment
climate accounted for in both individual empowerment #'J( and team empowerment #'9J(.
+he results further suggest that such a work climate can be created through the provision of
access to information" support" resources" opportunity to learn and grow as well as access to
formal and informal sources of power !ur results also confirm that taskwork and teamwork
behaviours are empirically distinct from their individual analogues of task and contextual
behaviours. )hile individual and team empowerment both explained almost eual variance in
task behaviours #average '0J(" team empowerment was a stronger predictor of contextual
behaviours. +his is also an important finding as it suggests that while individual empowerment
may contribute to high performance of ones tasks.
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
11/45
and valuable insights on the positive and statistically significant effect of employee
empowerment initiatives on employee satisfaction.=eng #2::6%" investigated whether empowerment can work in the collectivism" high power
distance and how western concepts of empowerment works in the :hinese context and then finds
out which factors influence the effectiveness of empowering progress. Dtudy concluded that animportant part of enterprise effectiveness is employee empowerment and their work incentives
the empowering elements which impact their working attitudes" satisfaction and performance.
+he further way of empowerment management in leader aspect" employee aspect" culture aspect
and other effective aspects. Dtudy also supports that less employee control may lead to positive
staff satisfaction" emotional well-being and inversely associating with stress. If cultural
differences are not well understood by managers" they may actualize those empowered theories
in the organization dogmatically" which may affect employees performance" ,ob satisfaction andmay fail the organizational changing practice.
(utherland et al. #2::%" examined the relationship between conscientiousness" empowerment
and ,ob performance among information technology professionals. *n Employee Empowerment
Cuestionnaire #EEC(" a :onscientiousness Dcale and a Docial Aesirability Dcale were
administered to %% information technology customer service engineers. ?anagers completed a
Ferformance Evaluation Cuestionnaire #FEC( for each customer service engineer. +he results
indicated a significant relationship between conscientiousness and empowerment. * curvilinear
relationship was found between empowerment and performance.
/echano-a#2::%>employee empowerment gives ,ob satisfaction to the employees and
associated with positive outcomes. *lthough the relationship between psychological
empowerment and ,ob satisfaction was robust" the relationship of empowerment and
performance was weak" although still significant. +his is understandable given that performance
is determined by many other factors #e.g. supervisor-worker relations" degree of supervision(
outside the control of worker" supervisory style" personality of the rater" etc. +hus" empowerment
is ,ust one of the many determinants of performance. +he results support gender differences in
empowerment3 men report greater confidence in their abilities as well as more meaning in their
work. It was also found significant differences in the level of empowerment across service
sectors. espondents in call centers and airlines reported the lowest levels of empowerment
%%
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
12/45
whereas bank and hotel front-liners reported significantly higher levels of empowerment and ,ob
satisfaction.
Bhatnagar#2::5%> Fsychological empowerment results in organizational commitment and
greater ,ob satisfaction in Indian managers. +he level of psychological empowerment of power-sector managers was the highest while the level of organizational commitment of the banking
sector was the highest. +he managers of this sector had almost a parallel level of psychological
empowerment and organizational commitment. >ooking at these two variables was beyond the
scope of this study3 thus future studies may look at the variable of psychological contract and
psychological empowerment with organization commitment as a mediating variable.
Melhem #2::4%" *ccess to information is an important element of empowerment. +ransparent
sharing of information is an essential reuirement of empowerment" since employees cannot actresponsibly even if they wish to do so without adeuate information. *deuate internal
communication is likely to affect the empowerment of employees who deal with customers"
ensuring that employees obtain necessary information to plan and deliver effective customer
service. Dharing of information about the firms vision is also important as this helps to create a
sense of meaning and purpose" and enhances an employees ability to make decisions that are
aligned with the firms mission.
etter #2::2%" 1Empowerment generally connotes the granting of authority or ability. Employee
empowerment" therefore" means the transferring of some managerial authority" prerogative" or
ability to employees.2 *nd yet employee empowerment entails so much more than simply the
rigid dispensing of managerial authority. enerally accepted components of employee
empowerment include5 Fower" Aecision ?aking" *utonomy" Initiative and :reativity"
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
13/45
,ob meaningfulness" communications" work intensity and personal motivation. 1+he findings are
that old attitudes persist and an investment in changing the culture is reuired in order to
maximize employee empowerment in new structures.2
;awson #2::1%" 1Empowerment means making people feel valued by involving them indecisions" asking them to participate in the planning process" praising them" and continually
providing adeuate training and support.2 +he virtues of empowerment and offers these four
keys for successfully empowering an organizations personnel5 Involve your employees in the
decision-making process3 involve your employees in the planning process3 offer praise freely3
and provide continual training and support.
andolph #2:::% reiterates that empowerment reuires fundamental changes in an organization
culture" behavior" leadership style" and employees shared of risks and responsibilities. +heautocratic leadership style defines the external commitment in term of ,ob description" behaviors"
and performance goals for employees. In the other hand" the empowerment means building an
organization from an internal commitment paradigm where the employees define their own tasks"
action plans" and +he Employee Empowerment goals in the context of the companys vision and
strategy. +he best way to achieve an empowered culture is to adopt multifaceted" counterintuitive
and nonlinear processes. +here are three ma,or steps to do this. Hirst" starting and orienting the
process of change" second" making changes and dealing with discouragement" and third" adopting
and refining empowerment to fit the organization subculture.
/ammuda ? Dulaimi #1$$%" +he idea of employee empowerment is a concept that is fairly
unused when compared with the size of the employee population. *lso" empowerment can easily
be misconstrued" depending on an organizations use of the principle. Employee empowerment is
closely related to employee involvement" a concept that is easily understood and more uniform
throughout organizations. Employee involvement has been defined as 1a participative process to
use the entire capacity of workers" designated to encourage employee commitment to
organizational success2 #>awler ; ?ohram" %&=&(. +he process comes about by giving
employees a combination of information" influence" and/or incentives.
@andA ? Bird #1$$%>Empowerment offers much for many people in organizations and
dependent on organizations. Hor the most part the benefits are positive" leading to organizational
and individual growth but" as with any ma,or organizational change" there are potential and
%6
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
14/45
actual causalities. +he roles that people have learned to play so well in organizations have been
perfected at the behest of the organization in its old" pre-empowerment incarnation. *d,usting to
the new state of things in the empowered organization reuires an organization to go beyond the
minimal obligations that it might adopt in a conventional redundancy situation. +hese standards
of excellence are based on full disclosure" patience in managing people through the change
process" the provision of the training and information reuired for people to succeed in their new
roles" and flexibility in relocating people whose roles are obsolete in the empowered
organization. In this respect the interests of the multiple stakeholders in the organization can both
be satisfied through good management practice.
ar0er ? (laughter #1$$5%euated employee empowerment as management-by-stress strategy
that pushes people and systems to the breaking point by forcing workers to do more. >ack of
employee empowerment in organization is considered as a stressor to individual and members of
the team. ?anagement has a prerogative duty to ensure that stressors are caused by lack of
employee empowerment are minimized by encouraging employee empowerment. Employee
empowerment is a management practice" which all managers should practice to improve
organizational performance. ?anagement needs to take into account the following facts to ensure
that empowerment in their organizations is enhanced and nurtured.
!elley #1$$3%distinguished among three types of discretionary empowerment5 routine" creative"
and deviant" available during the service-delivery process. outine discretion is implemented
when employees select an alternative from a list of possible actions to do their ,obs. :reative
discretion is present when employees develop alternate methods of performing a task. Aeviant
discretion" which is not preferred by organizations" involves behaviors outside the scope of an
employees formal ,ob description and authority.
ipley ? ipley #1$$2%in %&Bs the K.D. was losing market share in many industries and
product lines despite superior productivity. 8y now the Gapanese had turned their weaknesses
into strengths. 8y pursuing uality" worker empowerment" variety" customization" convenience"
and speed in getting to the market" they not only expanded the terms of competition beyond
productivity but also found new routes to products as they were made. ?ounting evidence began
to suggest that productivity" on the one hand" and uality" worker empowerment" variety"
%'
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
15/45
customization" convenience" and rapid change" on the other" were not only compatible but also
mutually reinforcing competitive standards.4ogt and
Marrel #1$$:%argued that power is a complex interactive process" whereas employee
empowerment is an act of developing and increasing power by working with others. In addition"
they identified six core dimensions to empower employees in organizations" educating" leading"
mentoring/supporting" providing" structuring and one that incorporates all the above. +his clearly
indicates that empowerment is a multi-dimensional process which involves many elements in an
organization.
3. Methodology esearch design
+his chapter is organized in the following subsections namely esearch !b,ectives" esearch
@ypothesis" ?ethodology" ?ethod of data collection" Cuestionnaire" Dampling" Aata collection"
Aata *nalysis +echniue and Frofile of sample.
%0
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
16/45
3.1 esearch *89ecti-es and /ypothesis
%. +o study the employee empowerment and ,ob satisfaction in I+ industry.. +o find out the relationship between the Employee Empowerment and Gob satisfaction in I+
industry6. +o determine level of empowerment in different employees depending upon their age" gender"
marital status" ualification" tenure" and salary
3.2 esearch /ypothesis
/ypothesis+15 Employee empowerment has a positive effect/relationship with the degree of
employee satisfaction.
/ypothesis+25 !lder employees perceive themselves as being less empowered than their
younger counterparts./ypothesis+35 Hemale employees perceive themselves as being less empowered than their male
counterparts./ypothesis+45 Employees with a longer work experience perceive themselves as being more
empowered than employees with shorter work experience./ypothesis+55 Employees earning a high salary perceive themselves as being more empowered
than employees earning a lower salary./ypothesis+5 ?arried employees perceive themselves as being less empowered than unmarried
employees./ypothesis+5 Employees with a higher level of ualification perceive themselves as being more
empowered than employees with lower level of ualification.*ther research hypothesis
/ypothesis+65 !lder employees perceive themselves as being more satisfied than their younger
counterparts./ypothesis+$5 Hemale employees perceive themselves as being more satisfied than their male
counterparts./ypothesis+1:5 Employees with a longer work experience perceive themselves as being more
satisfied than employees with shorter work experience./ypothesis+115 Employees earning a high salary perceive themselves as being more satisfied
than employees earning a lower salary./ypothesis+125 ?arried employees perceive themselves as being more satisfied than unmarried
employees./ypothesis+135 Employees with a higher level of ualification perceive themselves as being
more satisfied than employees with lower level of ualification.
%9
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
17/45
3.3 esearch Method
+he survey research method was the basic research design for analyzing the relationship betweenthe Employee Empowerment and Gob satisfaction in I+ industry in and around :handigarh. *
uestionnaire is used for assessing employee empowerment and ,ob satisfaction scores of
individuals.
3.4 (ampling rocedure and Data ,ollection
3.4.1 (ampling Method
+he sampling procedure used was andom sampling. Eight I+ organizations are selected from
the list of I+ companies in and around :handigarh.
3.4.2 (ample (iAe
Dample size consists of %& software engineers working in organizations in I+ sector in and
around :handigarh.
Aata was collected from the following organizations5%. *% tech ltd" ?ohali . Aidon infotech" :handigarh
6. Hidelity" ?ohali '. IAD Infotech ltd" ?ohali
0. Infosys" :handigarh 9. $et Dolutions" :handigarh
B. Dmart Aata" ?ohali =. +ech ?ahindera" :handigarh
3.4.3 Method of Data ,ollection
Aata was collected through the use of a uestionnaire which has three separate measuring
instruments-
%. 8iographical Information Cuestionnaire
. Employee Empowerment Cuestionnaire
6. Gob Datisfaction Cuestionnaire
%B
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
18/45
3.4.4 Data collection instrument
Aata collection instrument used is a Cuestionnaire designed by Aavid >ars @alvorsen#0(.
Aetails of uestionnaire are5-
Cuestionnaire includes 6 uestions #% demographic uestions" %% uestions addressing
satisfaction" and %% uestions addressing empowerment(
Employee empowerment measured on three elements5
%. Farticipation" defined as the amount or uality of participation employees feel they have
in regards to what" when" or how their ,ob responsibilities are to be completed3. *uthority" defined as the amount of authority an employee has to fulfill assigned ,ob
responsibilities3 and6. esponsibility" defined as the magnitude of responsibility and accountability an employee
has.
*nd employee satisfaction is also measured on three elements5
%. 4alue" defined as an employees sense of value to the company as perceived by the
employee3. ?anagement/>eadership" defined as an employees attitude toward the management and
leadership of the company3 and6. +raining" defined as the amount or uality of on-the-,ob training an employee receives.
8ased on the six main elements mentioned above a Cuestionnaire of 6 uestions was prepared
Cuestions % to % in Dection * were designed to obtain demographic data i.e. *ge"
ender" ?arital status" Education" >ength of tenure etc.
Cuestions based on elements of employee empowerment in Dection 85
Cuestions 6" 0" =" and %6 identify whether the employees have any input or
participation into deciding how their ,ob reuirements will be fulfilled. Cuestions 9 and %B identify if the employees are held accountable and responsible
for their actions by upper management. Cuestions " %%" and %' identify if the employees have the authority to perform
reuired responsibilities.
%=
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
19/45
Cuestion is a direct uestion allowing the employees to record their level of
empowerment. Cuestions used to identify the top five elements employees think lead to
empowerment.
Cuestions based on elements of employee satisfaction in Dection 85 Cuestions %" '" %" and %= identify whether the employees feel valued by the
company. Cuestions % and %0 identify the employees level of trust and confidence in
supervisors and managers. Cuestions B" &" and %9 identify if the employees received enough training to
perform the assigned responsibilities. Cuestion %& is a direct uestion allowing the employees to record their level of
satisfaction. Cuestions % used to identify the top five elements employees think lead to
employee satisfaction. * five-point >ikert scale was used for simplicity and effectiveness. +he selections in the
>ikert scale were5#a( disagree strongly" #b( disagree somewhat" #c( neutral" #d( agree somewhat" and #e( agree
strongly.
3.5 Data "nalysis echniCue'
:orrelation techniue was applied to determine the correlation between employee empowerment
and ,ob satisfaction" *$!4* techniue using DDFD%0 applied to determine the significance of
difference of means with respect to age" salary etc. and +-test was applied to determine the
significance of difference of means with respect to gender" marital status and ualification.
3.5.1 rofile of the (ample o8tained
+here were %& respondents" whose demographic profile is as shown5-
Aemographical information of espondents
%&
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
20/45
"ge in ears $o of espondents Fercent%-0 &% =6.09-6 %B %0.96%-60 % .&+otal %& %.
@ender $o of espondents Fercent?ale 9= 9.'Hemale '% 6B.9+otal %& %.
)or0 Eperience in years $o of espondents FercentL% % &.%- 9& 96.66-0 6 %.%9-% B 9.'+otal %& %.
(alaryMonth in s. $o of espondents FercentM%0 B 9.'%0% to 0 %9 %'.B0% to 60% B9 9&.B
60% to '0% = B.6N'0% %.=+otal %& %.
Marital (tatus $o of espondents FercentKnmarried &0 =B.?arried %' %.=+otal %& %.
@ender $o of espondents Fercent?ale 9= 9.'
Hemale '% 6B.9+otal %& %.Fualification $o of espondents Fercentrad =B B&.=Fost rad .+otal %& %.
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
21/45
4. Data "nalysis and Interpretation
Hollowing hypothesis has been checked using DFDD. 4arious tests have been done such as +-test"
:orrelation and *$!4* to check validity of @ypothesis and following results are obtained as5
4.1 elationship 8etween Employee Empowerment and 7o8 (atisfaction
:orrelation analysis is used to check the following hypothesis5
@ypothesis-%5 Employee empowerment has a positive effect/relationship with the degree of
employee satisfaction.
Descripti-e (tatistics of employee empowerment and 9o8 satisfaction
Aescriptive Dtatistics Empowerment ?ean Dtd. Aeviation $o. of espondentsemployee empowerment 6.%== .6'9& %&,ob satisfaction .90' .B&' %&
,orrelations 8etween employee empowerment and 9o8 satisfaction
:orrelations of means Employee Empowerment Gob DatisfactionEmployee Empowerment Fearson :orrelation % .B9#OO(
Dig. #-tailed( .$ %& %&
Gob Datisfaction Fearson :orrelation .B9#OO( %Dig. #-tailed( .$ %& %&
OO :orrelation is significant at the .% level #-tailed(.
:orrelation test is applied on the Employee Empowerment and ,ob satisfaction using DFDD%0.
Hrom the test" Fearson correlation value comes out to be .B9 which is significant at the .%
level #-tailed( that shows there is strong positive relation between employee empowerment and
,ob satisfaction.
%
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
22/45
4.2 elationship 8etween Employee Empowerment and Demographic
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
23/45
4.2.2 elation 8etween Employee Empowerment and @ender of Employees
+-test has been applied to check is there any relation between employee empowerment and
gender of employee and to test the following hypothesis as follows5
@ypothesis-65 Hemale employees perceive themselves as being less empowered than their malecounterparts.
Hollowing results have been obtained as5
@roup (tatistics
ender $o of espondents Empowerment ?ean Dtd. Aeviation Dtd. Error ?ean?ale 9= 6.%B= .66B .'&Hemale '% 6.0 .699 .0B+otal %& 6.%== .6'9& .66
+he above table represents the employee empowerment scores of both the genders. +he t-test
shows that that there was no significant difference in the mean employee empowerment of men
and women. +he p-value for the two mean scores has come out to be .9&9 which is greater than
assumed alpha .0" so there is no significant difference in employee empowerment of two
genders.
Do" the hypothesis that female employees perceive themselves as being less empowered than
their male counterparts is re,ected.
4.2.3 elation 8etween Employee Empowerment and )or0 Eperience of Employees
*$!4* has been applied to check is there any relation between employee empowerment and
work experience of employee and to test the following hypothesis as follows5
@ypothesis-'5 Employees with a longer work experience perceive themselves as being more
empowered than employees with shorter work experience.
Hollowing results have been obtained as5
Descripti-e (tatistics of employee empowerment and )or0 Eperience
)ork Experience
in years
$o of
espondents
Empowerment
?ean Dtd. Aeviation Dtd. Error L% % 6.6 .69'0 .%%06
6
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
24/45
%- 9& 6.%'= .660& .''6-0 6 6. .69= .B9B9-% B 6.=9 .60B& .%606+otal %& 6.%== .6'9& .66
+he above table represents the employee empowerment scores of employees with varied work
experience.
esult of "*
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
25/45
0% to 60% B9 6.%0' .6'= .6&%60% to '0% = 6.0 .6' .%%'9N'0% 6.' .090B .'+otal %& 6.%== .6'9& .66
+he above table represents the employee empowerment scores of employees with varied salary.
esult of "*
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
26/45
has come out to be .66= which is greater than assumed alpha .0" so there is no significant
difference in employee empowerment of married and unmarried employees.
Do" the hypothesis that married employees perceive themselves as being less empowered than
unmarried employees is re,ected.
4.2. elation 8etween Employee Empowerment and ;e-el of Fualification of Employees
+-test has been applied to check is there any relation between employee empowerment and level
of ualification of employee and to test the following hypothesis as follows5
@ypothesis-B5 Employees with a higher level of ualification perceive themselves as being more
empowered than employees with lower level of ualification.Hollowing results have been obtained as5
@roup (tatistics
Cualification $o of espondents Empowerment ?ean Dtd. Aeviation Dtd. Error ?ean8achelors Aegree =B 6.%= .60B0 .6=6?asters Aegree 6.%' .6B0 .909
+otal %& 6.%== .6'9& .66
+he above table represents the employee empowerment scores of employees with different level
of ualification. +he t-test shows that that there was no significant difference in the mean
employee empowerment with different level of ualification. +he p-value for the two mean
scores has come out to be .B% which is greater than assumed alpha .0" so there is no
significant difference in employee empowerment with different level of ualification.
Do" the hypothesis that employees with a higher level of ualification perceive themselves as
being more empowered than employees with lower level of ualification is re,ected.
4.3 elationship 8etween 7o8 (atisfaction and Demographic
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
27/45
4.3.1 elation 8etween 7o8 (atisfaction and "ge of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and age of
employee and to test the following hypothesis as follows5
@ypothesis-=5 !lder employees will perceive themselves as being more satisfied than theiryounger counterparts.Hollowing results have been obtained as5
Descripti-e (tatistics of 9o8 satisfaction and age
*ge in Pears $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error%-0 &% .9'& .B& .&69-6 %B .9'% .0% .9B6%-60 % 6.6 . .+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of employees belonging to different agegroups. +he mean satisfaction score for each category has been mentioned against it.
esult of "*
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
28/45
Hollowing results have been obtained as5
@roup (tatistics
ender $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error ?ean
?ale 9= .9'% .B=B .66=Hemale '% .9B9 .=9 .''%+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of both the genders. +he t-test shows that
that there was no significant difference in the mean ,ob satisfaction of men and women. +he p-
value for the two mean scores has come out to be .069 which is greater than assumed alpha
.0" so there is no significant difference in ,ob satisfaction of two genders.
Do" the hypothesis that female employees perceive themselves as being more satisfied than their
male counterparts is re,ected.
4.3.3 elation 8etween 7o8 satisfaction and )or0 Eperience of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and work
experience of employee and to test the following hypothesis as follows5
@ypothesis-%5 Employees with a longer work experience perceive themselves as being more
satisfied than employees with shorter work experience.
Hollowing results have been obtained as5
Descripti-e (tatistics of 9o8 satisfaction and )or0 Eperience
)ork Experience in years $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. ErrorL% % .90 .6'' .%==%- 9& .9'% .B&& .66B6-0 6 .9'= .6&% .'&=
9-% B .=%' .6%6 .%%='+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of employees with varied work experience.
esult of "*
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
29/45
Dum of Duares Af ?ean Duare H Dig.8etween roups .%&6 6 .9' .=% .'=0)ithin roups =.6B %0 .B=+otal =.'6% %=
Hrom the above analysis made between ,ob satisfaction and work experience using *$!4*" it isfound that p-value #.'=0( has come out to be greater than significant level #.0(" hence there no
relationship in satisfaction and work experience of employee Do" the hypothesis that employees
with a longer work experience perceive themselves as being more satisfied than employees with
shorter work experience is re,ected.
4.3.4 elation 8etween 7o8 satisfaction and (alary of Employees
*$!4* has been applied to check is there any relation between ,ob satisfaction and salary of
employee and to test the following hypothesis as follows5
@ypothesis-%%5 Employees earning a high salary perceive themselves as being more satisfied
than employees earning a lower salary.Hollowing results have been obtained as5
Descripti-e (tatistics of 9o8 satisfaction and (alary
Dalary/?onth in s. $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. ErrorM%0 B .B%' .6%6 .%%='%0% to 0 %9 .909 .6' .=%0% to 60% B9 .9'0 .9&0 .6&60% to '0% = .96= . .BB=N'0% .=0 .969' .'0+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of employees with varied salary.
esult of "*
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
30/45
Hrom the above analysis made between ,ob satisfaction and salary using *$!4*" it is found that
p-value #.='9( has come out to be greater than significant level #.0(" hence there no relationship
in satisfaction and salary of employee Do" the hypothesis that employees earning a high salary
perceive themselves as being more satisfied than employees earning a lower salary is re,ected.
4.3.5 elation 8etween 7o8 satisfaction and Marital (tatus of Employees
+-test has been applied to check is there any relation between ,ob satisfaction and marital status
of employee and to test the following hypothesis as follows5
@ypothesis-95 ?arried employees perceive themselves as being more satisfied than unmarried
employees.
Hollowing results have been obtained as5@roup (tatistics
?arital Dtatus $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error ?eanKnmarried &0 .9'B .=& .==?arried %' .B .B'9 .B6'+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of both married and unmarried employees.
+he t-test shows that that there was no significant difference in the mean ,ob satisfaction of bothmarried and unmarried employees. +he p-value for the two mean scores has come out to be
.0%6 which is greater than assumed alpha .0" so there is no significant difference in ,ob
satisfaction of married and unmarried employees.
Do" the hypothesis that married employees perceive themselves as being more satisfied than
unmarried employees is re,ected.
4.3. elation 8etween 7o8 satisfaction and ;e-el of Fualification of Employees
+-test has been applied to check is there any relation between ,ob satisfaction and level of
ualification of employee and to test the following hypothesis as follows5
@ypothesis-B5 Employees with a higher level of ualification perceive themselves as being more
satisfied than employees with lower level of ualification.
6
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
31/45
Hollowing results have been obtained as5
@roup (tatistics
Cualification $o of espondents Datisfaction ?ean Dtd. Aeviation Dtd. Error ?ean
8achelors Aegree =B .9'= .='' .60?asters Aegree .9BB .969 .09+otal %& .90' .B&' .9=
+he above table represents the ,ob satisfaction scores of employees with different level of
ualification. +he t-test shows that that there was no significant difference in the mean ,ob
satisfaction with different level of ualification. +he p-value for the two mean scores has come
out to be .999 which is greater than assumed alpha .0" so there is no significant difference in
,ob satisfaction with different level of ualification.
Do" the hypothesis that employees with a higher level of ualification perceive themselves as
being more satisfied than employees with lower level of ualification is re,ected.
4.4 "nalysis of elements employee empowerment and 9o8 satisfaction
4.4.1 atings of Elements of Empowerment
+able shown below contains elements of employee empowerment and their respective scores.
Hrom the table it clear that top elements which software engineers in I+ companies thinks leads
to empowerment are Hreedom/*utonomy#%.9=J(" Information Dharing#%9.=B("
*uthority/Fower#%9.9(" rowth !pportunity#%%.'0(" and other elements with respective points
and percentages are shown in table. Hreedom/*utonomy is considered as the most important
factor of empowerment by respondents.
Elements of Employee Empowerment Foints Fercentagea. +raining & 0.=
b. $ecessary esources & %.=c. Hreedom/*utonomy %= %.9=d. Information Dharing =' %9.=Be. *uthority/Fower = %9.9f. ?anagement Dupport 9 0.g. Aecision ?aking '' =.='h. *ccountability %B 6.'%
6%
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
32/45
i. esponsibility %& 6.=,. ecognition 0 0.6k. rowth !pportunity 0B %%.'0+otal '&= %
4.4.2 atings of Elements of 7o8 (atisfaction
+able below shows elements of ,ob satisfaction and their respective scores. Hrom the table it
clear that top elements which software engineers in I+ companies thinks gives to satisfaction
them are Hinancial :ompensation#%=.&J(" ecognition/*ppreciation#%0.'0J(" *dvancement
!pportunities#%%.0&J(" :hallenging/Fersonal *ccomplishment#&.00J( and other elements with
respective points and percentages are shown in table. *verage age group of sample is %-0" itsvery young age group and early in their professional career. +hus financial compensation"
recognition/appreciation" advancement opportunities and personal accomplishment give them a
feeling of satisfaction.
Elements of Gob Datisfaction Foints Fercentage
a. ecognition/*ppreciation B9 %0.'0
b. Hinancial :ompensation & %=.&
c. )ork Environment '' =.&'
d. *dvancement !pportunities 0B %%.0&e. 8enefits/Ferks 6 '.9B
f. Dupport/Encouragement B 0.'&
g. ?anagement/>eadership 6% 9.6
h. +raining 66 9.B%
i. Farticipation/Gob esponsibility ' =.0'
,. :hallenging/Fersonal *ccomplishment 'B &.00
k. :ommunication '.'B
+otal '& %
5 &indings and ,onclusions
5.1 &indings of the (tudy
Hindings of various applied tests have been described here as follows5
6
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
33/45
%. 4alue of Fearsons :oefficient of :orrelation between comes out to be .B9 which shows
that there is a strong positive relation between employee empowerment and ,ob
satisfaction. :orrelation is significant at the .% level #-tailed(.
. ?ean value of employee empowerment for %& respondents has come out to be 6.%==which show there is good level of employee empowerment in I+ sector.
6. ?ean value of ,ob satisfaction for %& respondents has come out to be .90' which show
that employees in I+ sector are moderately satisfied.
'. +here is no significant relation between employee empowerment and age as p-value has
come out to be .%6B which is greater than significant level #.0(.
0. +here is no significant relation between employee empowerment and gender as p-value
has come out to be .9&9 which is greater than significant level #.0(.
9. +here is no significant relation between employee empowerment and work experience as
p-value has come out to be .6B' which is greater than significant level #.0(.
B. +here no is significant relation between employee empowerment and salary as p-value
has come out to be .'=B which is greater than significant level #.0(.
=. +here is no significant relation between employee empowerment and marital status as p-
value has come out to be .66= which is greater than significant level #.0(.
&. +here is no significant relation between employee empowerment and ualification as p-
value has come out to be .B% which is greater than significant level #.0(.
%. +here is no significant relation between ,ob satisfaction and age as p-value has come out
to be .99 which is greater than significant level #.0(.
%%. +here is no significant relation between ,ob satisfaction and gender as p-value has come
out to be .069 which is greater than significant level #.0(.
%. +here is no significant relation between ,ob satisfaction and work experience as p-value
has come out to be .'=0 which is greater than significant level #.0(.
%6. +here is no significant relation between ,ob satisfaction and salary as p-value has come
out to be .='9 which is greater than significant level #.0(.
66
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
34/45
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
35/45
a good representation of population of interest. Also similar research can be
carried out in other regions of the country, in order to full understand the
level of empowerment and its correlation with job satisfaction. Similar
research can be conducted in various business sector so as to now the
empower level in di!erent sectors and relative job satisfaction.
5.4 ,onclusion
+he results show that the employee empowerment has strong influence upon ,ob satisfaction of
employees which in turn lead towards high commitment to organization. It implies that more an
employee feels empowered" more he tends to feel satisfied and committed with his ,ob and thus
more committed towards the organization. +hey start working towards various other activitieswhich were never touched upon too. *lso empowerment fosters innovation and creativity as
more autonomy gives a person liberty to look for his own ways of doing things.
esults of *$!4* and +-tests applied between empowerment and demographic variables show
that empowerment has no significant relationship with age of the respective employees in case of
software engineers. Dimilar results are in relation of empowerment with gender" ualification"
salary" marital status" work experience. +his may due to the fact that sample used is of very
young age group and early in their career and share similar interests.
esults shows that top four elements" which gives feeling of empowerment to employees" have
received maximum points are freedom/autonomy#%.9=J(" information sharing#%9.=B("
authority/power#%9.9( and growth opportunity#%%.'0(. Hreedom/autonomy received highest
point" it suggest that software engineers likes independence" free will and liberty. *nd top four
60
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
36/45
elements that gives maximum satisfaction to employees are financial compensation#%=.&J("
recognition/appreciation#%0.'0J(" advancement opportunities#%%.0&J( and challenging/personal
accomplishment#&.00J(. ?onetary compensation is the biggest satisfier for young professional
but next three elements reveals that they wants to grow" likes challenging ,obs and wants
recognition for their.
. eferences
Blanchard> !.> ,arlos> 7. .> ? andolph> ". 1+he 6 keys to empowerment5 elease the power
within people for astonishing results2 San Francisco: Berrett-Koehler" %&&&.
Bhatnagar> 7yotsna. 1+he power of psychological empowerment as an antecedent to
organizational commitment in Indian managers2Human Resource Development International,
4ol. =" $o. '" '%& Q 66" Aecember 0.
,onger 7".> !anungo> .> 7+he empowerment process5 integrating theory and practice7"
Academy of ana!ement Revie"" %6 #6(5 'B%-=" %&==.
@andA > 7effrey. ? Bird> &rederic0 @.1+he Ethics of Empowerment Dource2#ournal of Business
$thics" 4ol. %0" $o. '" pp. 6=6-6&" *pr %&&9
/al-orsen> Da-id ;ars> 1*n Investigation !f Employee Datisfaction *nd Employee
Empowerment Dpecific +o !n-Dite Dupervisors In +he esidential :onstruction Industry2"
Research %hesis, Bri!ham &oun! 'niversity" 0.
69
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
37/45
/ammuda> I.> ? Dulaimi> M.&.1+he theory and application of empowerment in construction5
* comparative study of the different approaches to empowerment in construction" service and
manufacturing industries2 International#ournal of (ro)ect ana!ement" vol %0" =&-&9" %&&B.
/echano-a >Ma. egina M. "lampay> amon Benedicto ". ? &ranco> Edna .
1Fsychological empowerment" ,ob satisfaction and performance among Hilipino service workers2
Asian #ournal of Social (sycholo!y" $" BQB=" 9
7udge> . ".> horesen> ,. 7.> Bono> 7. E.> ? atton> @. !. 1+he ,ob satisfaction-,ob
performance relationship5 * ualitative and uantitative review2* (sycholo!ical Bulletin,%B#6("
6B9-'B" %.
!elley> (.).1Aiscretion and the service employee2#ournal of Retailin!.+#%(" %'-%9" %&&6
;awson> !aren. 18uild Pour 8usiness from the Inside out5 Hour er-aiA !"" * :ontingency model for empowering customer- contact services
employees" ?anagement decision" 69 #%(5 9=9-9&6" %&&=.
Melhem> . 1+he antecedents of customerQcontact employees empowerment2 Employeeelations" v 9 #%(" B-&6" '.
ic0 > 7ac0 l(> )arren > Bar8ara ). Empowerment in organisations" #6(5 '0-00" %&&'
ar0er @M. :ross-Hunctional +eams5 )orking with *llies" Enemies" and !ther Dtrangers"
Gossey-8ass" Dan Hrancisco" :*" %&&'
ar0er M> (laughter 7.GKnions ; management by stress" in 8abson" D. #Eds(" >ean )ork5
Empowerment and Exploitation in the lobal *uto Industry2".ayne State 'niversity (ress,
Detroit, I" pp.'%-06" %&&0.
6B
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
38/45
etter> 7ohn3 8yrnes> atricia ,hoi> Do+;im &egan> &ran0 Miller> andy. 1Aimensions
and patterns in employee empowerment5 *ssessing what matters to street-level bureaucrats2
#ournal of (u/lic Administration Research and %heory" v% i6 p. 6BB-'%" Guly
owell> ;.1Dhedding a tier5 Hlattening organizational structures and employee empowerment2
%he International #ournal of $ducational ana!ement" Gan 6" v%9 i% p. 0'-9
andolph> ).".1 e-thinking empowerment5 why it is hard to achieveR2 0r!ani1ation
dynamics" (" &'-%B" .
ipley> .E. ? ipley> M.7." 1Empowerment" the cornerstone of uality5 Empowering
management in innovative organizations in the %&&s2.ana!ement Decision, 23, vol 45, -'6" %&&
o88ins> (..> !rganizational behavior #%%th ed.(. Kpper Daddle iver" $G5 Frentice @all" 0
osset> 7.#&" *ugust 0(. Employee Empowerment Aone ightS. etrieved Deptember %6"
&" from http5//ezinearticles.com/REmployee-Empowerment-Aone-ightS;idT=69&
(patA> Da-id. #2:::%. +eam-building in construction. Fractice Feriodical on Dtructural
Aesign and :onstruction" " 4ol 0" &6-%0.
(preitAer> @. M. #1$$5% *n empirical test of a comprehensive model of intrapersonal
empowerment in the workplace" *merican Gournal of :ommunity Fsychology" 6" pp. 9% Q &.
(utherland> iHtte De Bruin> @ideon ,rous> &redie. +he relation between
conscientiousness" Empowerment and performance D* Gournal of @uman esource
?anagement" B" 0 #("9-9B
homas> !.).> ? B.". #1$$:%. :ognitive elements of empowerment5 *n
interpretive model of intrinsic task motivation. *cademy of ?anagement eview" %0#'(" 999-
6=
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
39/45
9=%.
uuli> Martin Morgan. ? owlinson> (te-e. 1Empowerment in pro,ect teams5 a multilevel
examination of the ,ob performance implications2 onstruction ana!ement and $conomics"
&" B50"'B6 U '&=
. % #$ovember5 %-%B(
)egge> 7.> (chmidt> !.> ar0es> ,.> ? -an Dic0> !. #B(. V+aking a sickie5 Gob satisfaction
and ,ob involvement as interactive predictors of absenteeism in a public organization. Gournal of
!ccupational and !rganizational Fsychology" =" BB-=&
)il0inson " #1$$6%> 7Empowerment5 theory and practice7" Fersonnel eview" B #%(5 '-09.
)omac0> 7..> 7ones> D..> ? oos> D. 1+he machine that changed the world5 +he story of lean
production27e" &or8, 7e" &or8: Harper (erennial" %&&%
=eng> Dandan @ow employee empowerment really works in :hinese private-owned
companiesR Insights from Gin Hong roup >td" :hinaGBusiness School, 'niversity of
7ottin!ham, B/=
6&
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
40/45
. "EJKE
" FKE(I*"IE * DEEMIE EM;*EE EM*)EME
I am a post-graduate student of Kniversity 8usiness Dchool" Fan,ab Kniversity" :handigarh. *s a
part of my curriculum I am carrying out a research on employee satisfaction and empowerment
in the I+ industry. Empowerment involves the delegation of responsibility down the hierarchy so
as to give employees increased decision-making authority in respect of the execution of their
primary work tasks with less control and direction from their manager. I would appreciate your
help by completing the linked survey.
*ll answers to uestions remain anonymous and will be treated confidentially3 there will be no
reference to your identification at any point in the research.
Pou are reuested to answer the uestions with absolute honesty and to answer according to what
takes place in your work environment. +here are no right or wrong answers to the uestions.
+hank you in advance for your participation.
(ection' "
Instructions'Flease tick WXY #or write your answer if needed( the right answer to the following
uestions
%. $ame of the :ompany5 #optional(
'
ef $o.
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
41/45
. $ame5 #optional(
6. Aesignation5
'. *ge #in years(5 M %-0 9-6 6%-60 60Z
0. ender5 ?ale Hemale
9. ?arital Dtatus5 Knmarried ?arried
B. @ighest Cualification5 %.Fost-school diploma or certificate . 8achelors degree
6.?asters degree '.Aoctoral degree 0.If you have
any other additional ualifications" please specify5[[........
[[[[[[[[[[..........................
=. Pears of Dervice in I+ industry5 L% % Q 6 Q 0 9 Q % %% Q
% Z
&. Dalary #in s/month(5 L %0" %0"%-0" 0"%-60"
60"%-'0" '0"%; above
%. Pour scheduled work hours5 %. Aay shift . $ight shift 6. Hlexi time
(ection' B
Instructions5 +hese uestions should be answered with reference to work related matters. Ao not
hesitate too long before you answer. +he first answer that comes to mind is usually the most
relevant one. Flease tick WXY your answer for each uestion using the scale that follows5
Disagree
(trongly
Disagree
(omewhat
eutral "gree
(omewhat
"gree
(trongly
%. I am regularly recognized for my work % 6 ' 0. I have the authority to make necessary
decisions in order to complete assigned tasks
% 6 ' 0
6. ?y participation is encouraged regarding % 6 ' 0
'%
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
42/45
when and how my work will be done'. I am made to feel like I am an important part
of my company
% 6 ' 0
0. I receive encouragement to come up with new
and better ways of doing things
% 6 ' 0
9. I have control over those aspects of my ,ob for
which I am accountable
% 6 ' 0
B. I have opportunities to learn and grow % 6 ' 0=. I am involved in decisions that affect my work % 6 ' 0&. I get the training I need to do my ,ob well % 6 ' 0%. ?y supervisor makes me feel like I am an
important team member
% 6 ' 0
%%. I have access to the information I need to do
my ,ob well
% 6 ' 0
%. I have confidence in the leadership of my
company
% 6 ' 0
%6. I am encouraged to develop creative and
innovative ideas
% 6 ' 0
%'. I have the materials and euipment I need to
do my ,ob well
% 6 ' 0
%0. ?y supervisor is an effective manager % 6 ' 0
%9. I get regular training that helps me achieve
my duties and perform my ,ob well
% 6 ' 0
%B. I am accountable for the results I achieve % 6 ' 0%=. ?y work gives me a feeling of personal
accomplishment
% 6 ' 0
%&. I am a satisfied employee % 6 ' 0. I am an empowered employee #i.e. the power"
information" freedom" etc." given to an employee
to help him/her improve processes" uality"
productivity" etc.(
% 6 ' 0
'
F+!
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
43/45
%. *ccording to you what are the top five elements that lead to employee satisfactionR Flease
select any 0 elements" which you think are more important than others" from the list given
below5-
a. ecognition/*ppreciation b. Hinancial :ompensation
c. )ork Environment d. *dvancement !pportunities
e. 8enefits/Ferks f. Dupport/Encouragement
g. ?anagement/>eadership h. +raining
i. Farticipation/Gob esponsibility ,. :hallenging/Fersonal
*ccomplishment
k. :ommunication
. *ccording to you what are the top five elements that lead to employee empowermentR Flease
select any 0 elements" which you think are more important than others" from the list given
below5-
a. +raining b. $ecessary esources
c. Hreedom/*utonomy d. Information Dharing
e. *uthority/Fower f. ?anagement Dupport
g. Aecision ?aking h. *ccountability
i. esponsibility ,. ecognition
k. rowth !pportunity
+@*$< P!K
'6
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
44/45
Table of Contents
:ertificate[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ii*cknowledgement[[[[[[[[[...[[[[[[[[[[[[[[[[[[[[...iiiExecutive Dummary[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[iv
+able of :ontents[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[v
%. Introduction..................................................................................................................................%
%.% Employee Empowerment........................................................................................................%%. Employee Empowerment Aefinition.......................................................................................%.6 8enefits of Empowerment.......................................................................................................6%.' Empowerment ?isconceptions...............................................................................................'%.0 +hree iterature..................................................................................................................%%
6. ?ethodology/ esearch design..................................................................................................%B
6.% esearch !b,ectives and @ypothesis....................................................................................%B6. esearch @ypothesis.............................................................................................................%B6.6 esearch ?ethod...................................................................................................................%=
6.' Dampling Frocedure and Aata :ollection.............................................................................%=6.'.% Dampling ?ethod..........................................................................................................%=6.'. Dample Dize..................................................................................................................%=6.'.6 ?ethod of Aata :ollection...........................................................................................%&6.'.' Aata collection instrument............................................................................................%&
6.0 Aata *nalysis +echniue5......................................................................................................%
6.0.% Frofile of the Dample obtained.....................................................................................%
'. Aata *nalysis and Interpretation...............................................................................................6
'.% elationship between Employee Empowerment and Gob Datisfaction.................................6'. elationship between Employee Empowerment and Aemographic 4ariables of employees
.....................................................................................................................................................''.6 elationship between Gob Datisfaction and Aemographic 4ariables of employees..............&'.' *nalysis of elements employee empowerment and ,ob satisfaction.....................................6'
''
8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH
45/45
0 Hindings and :onclusions...........................................................................................................69
0.% Hindings of the Dtudy............................................................................................................690. >imitations of the Dtudy........................................................................................................6=0.6 Airections for Hurther esearch............................................................................................6=
0.' :onclusion.............................................................................................................................6&
9. eferences..................................................................................................................................'
B. *$$E\KE..............................................................................................................................''