The notion of improving employee productivity and satisfaction through increased work autonomy has led to a variety of managerial practices that seek to enhance employees' sense of control over their work and workplace. One such organizational intervention which has gained currency last decade is empowerment. This thesis is an attempt clearly explicate the precise nature of the empowerment construct through theoretical analysis and empirical investigation. / An analysis of the construct of power from a psychological perspective yielded three dimensions of power: power as perceived control, power as perceived competence and power as being energized toward valued goals. Based on this analysis and a review of existing literature on empowerment, the empowered state was defined as a cognitive state perceived control, perceived competence and goal internalization. Building on this definition, a number of antecedents and of empowerment were examined leading to theoretical propositions and testable hypotheses. / The empirical test of the proposed theoretical framework was carried out in two stages. Phase I was devoted to the development of a psychometrically sound measure of empowerment. Phase II was concerned with construct validation through the testing of hypotheses relating the empowerment construct to other established constructs. / The empirical results supported the view that empowerment is a construct conceptually distinct from other constructs such as delegation, self-efficacy and intrinsic task motivation. The proposed multi-dimensional nature of empowerment was also strongly supported. In addition, organizational and job level context factors as well as select managerial behaviors were identified as possibile antecedents of empowerment. Empowerment was also found to be significantly related to a number of outcome variables including job satisfaction, job involvement and organizational commitment. The thesis concludes with implications for managerial practices and suggestions for future research.

Thesis (doctoral)--Universität Heidelberg, (1932?). / Includes bibliographical references (p. [9-11]).

Thesis (doctoral)--Universität Köln.

Thesis (M.Com.(Human Resource Management))--University of Pretoria, 2003. / Summary in English and Afrikaans. Includes bibliographical references.

Inaug.-diss.--Frankfurt a.M. / Lebenslauf. "Literatur-verzeichnis": p. 83-[86].

The main objective of this study was to develop a system of indicators which reflect the level of employee empowerment in an organisation. To be able to do this, a literature study on employee empowerment was conducted. This study considered employee empowerment as a multi-dimensional concept within organisations, with the aim of identifying crucial components needed for an organisation to empower employees. Existing scale development methodology was used to develop a scale to measure employee empowerment. Similarly, existing methodology surrounding the development of indicators was used to construct specific indicators for the organisation in which the research was conducted. The reason existing methodologies were used was that the focus of the study was not on the development of the methodology itself, but on the development of an employee empowerment scale as well as a set of indicators which demonstrate employee empowerment. Scale development methodology specifies that four phases, nine main moments and twenty four steps are required to develop a scale. Indicator development methodology consists of five stages. Each stage has main moments and operational elements. These processes were explained, and their applicability to this study demonstrated. In the course of the literature study, seven dimensions of employee empowerment were identified and discussed, namely power, morale, intrinsic motivation, self-efficacy, meaningfulness, self-determination and trust. For an organisation to be empowered, nine dimensions were identified, namely vision, transparency and teamwork, discipline and control, support and security, responsibility, information, rewards, decision-making and training. In considering the assessment of employee empowerment, the implementation as well as possible limitations and pitfalls of employee empowerment were discussed. The role management plays in this regard was also examined. An overview of the organisation in which the research was conducted was given. This overview explained the history of the factory and how it operates today. Data analysis consisted of the descriptive characteristics of the sample. A factor and reliability analysis was done. Comparisons were drawn between the empirical factors and variables. Cross tabulations were conducted between different sections of the questionnaire. Assessing the degree of validation and reliability of this study was the next step. Reliability was measured by means of a split half reliability and coefficient alpha. Validity was assessed in terms of face validity, content validity and factor analysis. The crucial component of this study was the development of indicators. This was done by examining the index of indicators and identifying significant indicators. Each of the three factors identified in this study were compared statistically to the significant indicators. Through additional linear regression, the final index of qualifying indicator variables were identified. These indicators reflect the level of employee empowerment. The study concludes by providing recommendations for future research as well as recommendations regarding the empowerment of employees within the factory. / Dr. W. Roestenburg Dr. E. Oliphant

The main purpose of this study was to evaluate the motivational levels of employees at CompSol, a contemporary South African organisation. Research for the study included a literature study of both the content and process theories of motivation in order to identify those factors that are important to consider when evaluating the levels of employee motivation. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to identify the rank importance of these identified factors of motivation and to evaluate the levels of employee motivation by measuring the extent to which these factors are provided for in the organisation. A sample was selected from the target population, via cluster sampling, from the largest functional department within the organisation, namely the Claims processing department. The group’s dominant locus of control was also measured through the use of an appropriate measuring instrument. The major findings indicated that some of the factors of motivation were provided for to a great extent, while others had serious shortcomings. The findings were grouped into the different job title categories of the respondents in order to compare the overall responses of the groups, aimed at identifying trends, commonalities and differences. Findings also indicated that the majority of the participants have an external locus of control. The researcher suggested certain recommendations for those areas where findings indicated shortcomings, in an attempt to increase the overall levels of motivation within this specific functional department in the organisation.

No description available.

The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

Thesis (MBA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Today’s business world is characterised by technological advance, globalisation, and concentrated ownership of productive assets. The result is a dysfunctional economy with income being concentrated with capital owners, and related economic insecurity for a majority of the population. Employee ownership offers a more balanced economy with more distributed capital ownership. This is particularly relevant in South Africa, which faces numerous socio-economic challenges. The South African government has specifically identified employee ownership as a means to facilitate broad-based economic empowerment of previously disadvantaged persons. Employee ownership not only offers benefit at societal level, it also offers a vehicle to provide benefit at personal and organisational levels. Given the benefits of employee ownership, the objectives of this research are to identify the success factors of employee ownership implementation, and assess whether such success factors have been addressed in implementation of employee ownership in South Africa. The research methodology involved performance of a literature review of success factors of employee ownership implementation and a qualitative study involving a discussion framework and semi-structured interviews regarding implementation of employee ownership in South Africa. Interviewees included management of South African companies that have implemented employee ownership, trade union representatives involved with employee ownership, employee ownership scheme fiduciaries, socio-economic development specialists, and employee ownership advisors. The literature review provided the international context to employee ownership and related success factors, and the interviews provided a South African analysis thereof. The research findings identified success factors which relate to education and training of employees; ensuring the initiative is perceived as being fair; delivering meaningful financial benefit to employee participants; establishing an ownership-oriented culture in the business; instilling a commitment to pursuing key business disciplines; implementing sound employee ownership governance; engaging with unions; and employing specialist advisors. The identified success factors were used to develop a success factor framework, which was used in guiding discussions with interviewees, and which was compared to Employee Share Ownership Scheme requirements as set out in the Codes of Good Practice on Broad-based Black Economic Empowerment. The findings included that implementation in South Africa has predominantly been compliance driven, in an attempt to address transformation – specifically ownership by historically disadvantaged South Africans. Management has typically not been focussed on changing business culture or operations, and no success factors in this regard have been addressed. Employee ownership in South Africa has, in general, been considered a failure as few schemes have delivered meaningful financial benefit to participants. The recommendations for businesses implementing employee ownership are regarding awareness of primary objectives, understanding the potential benefits of employee ownership, understanding related success factors, and managing employee expectations. The recommendations for government organisations that wish to promote employee ownership implementation as well as obtain maximum benefit for employees, businesses, and society as a whole are regarding understanding the potential benefits of employee ownership, understanding related success factors, considering past employee ownership successes and/or failures, and consideration of appropriateness of policies and legislation. Further employee ownership research includes study of best practice structuring; challenges faced by businesses; the employee perspective; South African policies and legislation and assessment against recognised success factors; and study of international tax treatment in order to drive South African implementation.