LITERATURE REVIEW

Employee Empowerment
Employee empowerment is an all-inclusive management philosophy that gives line employees the
express authority to make decisions on the spot to resolve guest problems and complaints.
Empowerment starts with the general manager's approach to operation and then is spread downward
into the ranks. It can be highly structured or flexible. Hoteliers who have given their employees authority
have found that the overall level of monetary adjustments declines. Establishing an empowerment
program is a step-by-step process that includes informational meetings, training sessions, and follow-up
diagnostic meetings. The results of an empowerment program can be measured in terms of guest
satisfaction, employee satisfaction, and a management assessment that includes the effect on the
bottom line. (Robert A. Brymer, 1991)

Work Motivation
After decades of research it is now possible to offer a coherent, data-based theory of work motivation
and job satisfaction. The present model combines aspects of the following theories: goal setting,
expectancy, social-cognitive, attribution, job characteristics, equity, and turnover-commitment. The
resulting model is called the high performance cycle. It begins with organizational members being faced
with high challenge or difficult goals. If high challenge is accompanied by high expectancy of success or
self-efficacy, high performance results, given that there is: commitment to the goals, feedback, adequate
ability, and low situational constraints. High performance is achieved through four mechanisms,
direction of attention and action, effort, persistence, and the development of task strategies and plans.
High performance, if rewarding, leads to job satisfaction, which in turn facilitates commitment to the
organization and its goals. The model has implications for leadership, self-management, and education.
(Edwin A. Locke and Gary P. Latham, 1990)

Organizational Commitment
Organizational commitment is very influenced by organizational design. In order to create commitment
in the organization managers create a suitable environment. Managers who want to make a suitable
environment for commitment must try to adopt characteristics of an organizational design which
reduces class identity and increases company identity. Moreover the job satisfaction job design
influences the commitment positively(Dorian whales, 2001)

Affective organizational commitment

(Meyer and Allen, 1994) state that affective organizational commitment is "a psychological state that a)
characterizes the employee's relationships with the organization, and b) has implications for the decision
to continue membership in the organization" Other researchers use similar definitions that refer to an
employee's attachment, goal congruency, identification, loyalty and allegiance to their organization.

Dynamic Structural Framework

The purpose of the present research is to develop a reliable and valid scale to distinguish and measure
the environmental factor of dynamic structural framework that are conceptually related to and affect an
employee's perception of empowerment. By quantifying the environmental factors that facilitate
empowerment through a valid and reliable scale human resource departments will be provided with
information that will suggest environmental changes they can implement to improve perceptions of
empowerment on the part of employees. Strengths and weaknesses of the scale developed, the
organizational empowerment scale, are also discussed .(Russell A. Matthews, Wendy Michelle Diaz,
Steven G. Cole, 2003)

Control of Workplace Decision Making

Productivity and efficiency is higher in the private sector of Pakistan then that of in government or public
sector.” These authors further concluded in their article that “organizations cannot enjoy loyalty and its
outcomes without giving incentives and fulfilling employee needs” Hence, employees having better goal
clarity and having a part in the management, being empowered would have a greater organizational
commitment than the contrary. Furthermore, Public organizations, that have a greater level of
internalization and centralization will have less motivated employees, whose needs, to be empowered
are not being met. (Khalid, Malik and Shaheen, 2008)
Fluidity in Information Sharing
Information sharing is one of the upcoming fields in organizational development as this refers to opening
the books. This terminology means that sharing information rather financial information among every
level of management creates loyalty in sense of ownership among the employees. This also helps in
building up a shared goal system. (Ankur Chadha, 1996)

Task Significance
Correlation designs and confounded manipulations have prevented researchers from assessing the
causal impact of task significance on job performance. To address this gap, 3 field experiments examined
the performance effects, relational mechanisms, and boundary conditions of task significance. In
Experiment 1, fundraising callers who received a task significance intervention increased their levels of
job performance relative to callers in 2 other conditions and to their own prior performance. In
Experiment 2, task significance increased the job dedication and helping behavior of lifeguards, and
these effects were mediated by increases in perceptions of social impact and social worth. In Experiment
3, conscientiousness and prosaically values moderated the effects of task significance on the
performance of new fundraising callers. The results provide fresh insights into the effects, relational
mechanisms, and boundary conditions of task significance, offering noteworthy implications for theory,
research, and practice on job design, social information processing, and work motivation and
performance. (Grant, Adam M, 2008)

Autonomy
This study examined the proposal that satisfaction of psychological needs autonomy, leads to daily well-
being. Between-subjects analyses indicated that participants higher in trait autonomy tended to have
"better" days on average. Independently, within subject analyses showed that good days were those in
which participants felt more autonomous in their daily activities. Although past studies have tended to
focus on threats to daily well-being, the authors suggest that psychological need concepts offer promise
for understanding its positive sources. (Kennon M. Sheldon and Richard Ryan, 1996)
 Feedback
Feedback is a type of communication that we give or get. Feedback is a way to let people know how
effective they are in what they are trying to accomplish, or how they affect you. It provides a way for
people to learn how they affect the world around them, and it helps us to become more effective. If we
know how other people see us, we can overcome problems in how we communicate and interact with
them. Of course, there are two sides to it: giving feedback, and receiving it (Egan G, 1977)

THEORATICAL FRAMEWORK

Dependent
In Dependent

EMPLOYEE WORK MOTIVATION

EMPLOYEE
EMPOWERMENT
ORGNL COMMITMENT

FLUIDITY OF FEEDBACK
INFORMATION FLOW

DYNAMIC STRUTURAL TASK SIGNIFICANCE

FRAMEWORK

WORK DECISION AUTONOMY AFFECTIVE ORGNL

MAKING CONTROL COMMITMENT
HYPOTHESIS
HYPOTHESIS: 01 (EMPLOYEE EMPOWERMENT EFFECT ON EMPLOYEE WORK
MOTIVATION)
H0: Employee empowerment has no effect on employee motivation.

HA1: Employee empowerment has a positive effect on employee motivation.

HA2: Employee empowerment has a negative effect on employee motivation.

HYPOTHESIS: 02 (EMPLOYEE EMPOWERMENT EFFECT ON ORGANIZATIONAL

COMMITMENT)
H0: Employee empowerment has no effect on organizational commitment.

HA1: Employee empowerment has a positive effect on organizational commitment.

HA2: Employee empowerment has a negative effect on organizational commitment.

HYPOTHESIS: 03 (DYNAMIC STRUCTURAL FRAMEWORK)

DYNAMIC STRUCTURAL
FRAMEWORK

TASK SIGNIFICANCE AUTONOMY FEEDBACK AFFECTIVE

ORGANIZATIONAL
COMMITMENT
HYPOTHESIS: 04 (WORK DECISION MAKING CONTROL)

WORK DECISION MAKING

CONTROL

TASK SIGNIFICANCE AUTONOMY FEEDBACK TASK SIGNIFICANCE

HYPOTHESIS: 05 (FLUIDITY OF INFORMATION FLOW)

FLUIDITY OF
INFORMATION FLOW

AUTONOMY AFFECTIVE FEEDBACK AFFECTIVE

ORGANIZATIONAL ORGANIZATIONAL
COMMITMENT COMMITMENT