Employee Empowerment and Job Performance: the Case of a Few Selected BPOs/KPOs in the City of Pune
Sweta Banerjee
Dr. Sweta Banerjee, Professor, Balaji Institute of Telecom and Management, Sri Balaji University, Pune (Maharashtra), India.
Manuscript received on 18 August 2019 | Revised Manuscript received on 29 August 2019 | Manuscript Published on 06 September 2019 | PP: 777-789 | Volume-8 Issue- 6S, August 2019 | Retrieval Number: F11500886S19/19©BEIESP | DOI: 10.35940/ijeat.F1150.0886S19
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: Job performance/JP/ is the direct and indirect contribution of an individual towards the organizational goals and objectives and can be achieved by employee empowerment. The main purpose of this study was to explore the effect of employee empowerment on their job performance. The research has been designed as a descriptive study. Both primary and secondary data were used in the research. A survey questionnaire with five point Likert scale was a main tool for gathering primary data about employee empowerment effect on job performance. A total of 373 (15% of the population) participants in the various offices of the BPOs and KPOs who participated in filling the questionnaires. These participants were selected using both simple random and purposive sampling method. The results of the data analysis show that there is employee empowerment in the organizations, because 90% of the respondents replied that they agreed to the existence of employee empowerment in this industry. As a result, there is an improvement of performance in the jobs in the organization. However, the ability to perform jobs and goal achievement are generally not enough. There is interference of supervisors in the process and hence the result shows that 71% of the management and 70% employees of respondents agreed on it. This indicates that, autonomy is not properly practiced in the organization. Moreover, information sharing among the three employee empowerment variables used in the study is not practiced, because around 75% of management and 83% of employee respondents disagreed to regarding ‘creation of understanding of the reasons for decision in the organization.’ The major challenges are lack of promotion, lack of training and lack of clear job description in regard to employee empowerment which are the major findings in the study Finally, the researcher has forwarded suggestions and recommendations for different groups pertaining to employee empowerment (regarding to autonomy by reducing interference, information sharing by creating understanding about the reason of decision making and also self-managing team by minimizing supervisor role) and alleviate challenges (like lack of rank promotion, lack of long term goals and lack of clear job description).
Keywords: Performance Empowerment Organization Management.
Scope of the Article: Measurement & Performance Analysis