A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH

8/10/2019 A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH

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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.

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+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(.


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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


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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

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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 managers. 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

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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.

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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


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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

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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.


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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

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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"


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,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

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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"

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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.

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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.

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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

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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.

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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

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"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 %& %.


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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.

%


22/45

4.2 elationship 8etween Employee Empowerment and Demographic


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.


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


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 "*


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 "*


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


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 "*


28/45


@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.


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 "*


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 "*


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


31/45


@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%


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


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


34/45


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


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


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


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=


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&


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. "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.


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

'%


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+!


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


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'

''


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..............................................................................................................................''

Documents

A STUDY ON EMPLOYEE EMPOWERMENT AND ITS IMPACT ON JOB SATISFACTION IN IT-SECTOR IN AND AROUND CHANDIGARH