School of

Business and
Economics

Assessed Coursework Coversheet

For use with individual assessed work

Semester: Summer 2020

Group Number: 07
Name ID
Md. Assaduzzaman Shawon 1721216630
Mahfuzur Rahman 1721668030
Group Members Name &
Tabassum Chowdhury Medha 1731428030
ID:
Abrar Karim Fuad 1811793630
Samiha Jahin 1812023630
Pornilee Sara Iqbal 1812342030
Course Code: HRM370
Course Title: Managerial Skills Development
Section Number: 02
Name and initial of the
Md Kamrul Hasan (KHs)
course instructor:
Exam Name FinalReport
Declared Word Count: 7958
September 28, 2020
Date of submission

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 IMPACT
OF
EMPOWERMENT
ON
JOB
PERFORMANCE
Letter of Transmittal
September 29, 2020
To,
Md. Kamrul Hasan (KHs)
Lecturer, (Department of Management)
School of Business & Economics
North South University
Basundhara R/A, Dhaka, Bangladesh.

Subject: Letter of Transmittal.

Dear Sir,
The report we are submitting is on the Impact of Empowerment on Job Performance.
The purpose of the report is to find out whether the employees of Bangladesh think that
employee empowerment improves job performance or not. This report states the meaning of
empowerment, the reason behind empowering, the ways used to apply empowerment, the survey
findings, discussion, recommendation, and conclusion. It would be very difficult for us to
complete this report without your help, Sir. Sir, we are very thankful and grateful for your
support and direction. Finally, we would like to show our gratitude for your help and support,
and kind consideration in and out of the class.
Yours sincerely,
Name ID

MdAssaduzzamanShawon 1721216630

Mahfuzur Rahman 1721668030

Tabassum Chowdhury Medha 1731428030

Abrar Karim Fuad 1811793630

SamihaJahin 1812023630

Pornilee Sara Iqbal 1812342030

Abstract

Employee empowerment is widely used as an effective way to improve an employee’s job

performance. This is what this report shows. Firstly it shows whether empowerment and job
performance share a positive relationship or not, later on through some surveys it is made clear
that empowerment has some amount of positive relationship with job performance. Some
interesting cases are also discussed in this report to compare the results of the survey. So that it’s
easier for the reader to understand the analysis. Then it talks about how empowerment is
interlinked with some demographic variables along with job performance. Some effective
recommendations are also mentioned in this report that would help the employees to achieve
empowerment. As, an empowered employee can make a big difference in his/her job
performance, which ultimately would help to bring changes in the organization’s performance as
well. Through this report, the reader would have a complete idea regarding the impact of
empowerment on job performance.
Table of Contents

Introduction ………………………………………………………………………………….01

Literature Review ……………………………………………………………………………03

Research Methodology ………………………………………………………………………08

Research Findings & Analysis……………………………………………………………….10

Pearson’s Correlation ………………………………………………………………….12

Factor Analysis ………………………………………………………………………...13

ANOVA ………………………………………………………………………………..15

Regression Analysis …………………………………………………………………....16

Discussion ………………………………………………………………………………….......17

Recommendations …………………………………………………………………………......21

Conclusion...................................................................................................................................23

Reference ..…………………………………………………………………………………......25

Appendix…………………………………………………………………………………….....28

Appendix 1 …………………………………………………………………………….28

Appendix 2 …………………………………………………………………………….29

Appendix 3 …………………………………………………………………………….33
Introduction

A CEO said that without capable and empowered representatives the organization can't
accomplish its vision and goals(Argyris, 1998). Delegating power to employees so that they feel
they are capable enough to make decisions and work independently is employee empowerment
means. Organizations that believe in empowerment think that the success of the organization is
linked with the success of the employees. If the employees are successful, the organization will
be successful as well. For achieving the organizational goal the organizations must adjust to the
dynamic environment. To adjust to this environment the organizations have to follow new
strategies to manage employees so that the overall organization gets benefitted. Organizations
always search for new strategies to improve the performance of the employees. Empowerment
theory is used in many organizations to fight with the competitive world as empowerment is
believed to have a positive relationship with employee performance. At present many
organizations are trying to follow Empowerment theory to build an effective workforce.

Many researchers have discovered that the connection between job performance and
empowerment exists. Growing and declining empowerment positively or negatively impacts job
performance (Bordin, 2007).When the employees are given the power, resources, responsibility,
and decision-making power then it is called empowerment. Empowerment removes boundaries,
control, and constraints between managers and employees. Delegating some powers to the
subordinates also helps the managers to focus on important duties without being distracted with
small issues.Many researchers found that the organization that empowered its employees has
high levels of performance, innovativeness, and satisfaction than those organizations that do not
empower employees. When the Empowerment strategy is applied in an organization, the
employees became more satisfied with the work, and their efficacy increases. This theory helps
them to engage further in decision-making and strengthens their skills and skills to handle
multiple scenarios (Spretizer, 1997).Employees believe that the company and a part of the
organization are of importance to them. Employees are driven to work more fromthe inside, be

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loyal to the organization and establish trust with managers as well. In two ways, we should
examine empowerment: the organizational and human psychological approach. As it deals with
the attitudes of workers towards their job and position in the organization, we concentrate on the
human psychological approach.
In our research, we tried to find out whether Bangladesh's employees believe that there is a
positive link between employee empowerment and job performance.We have tried to include
workers from a number of sectors and industries in our study, which represents the entire
working population, to reflect the real statistics.We managed to survey 134 employees.
Comparisons have been made using researches that already exist to give out in-depth
information. This has also helped us to come up with solutions on how to improve the research.A
software named SPSS has been used to sort out and analyze the data to conclude. The conclusion
includes proving whether our hypothesis, Empowerment impacts job performance, is right or
wrong according to employees of Bangladesh.

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Literature Review

Let’s start with a question, does really empowerment only have a positive impact on job
performance? Or there’s another side to it? To find the answer to this question, we have gone
through some researches and cases. But before we hop into the findings, first it’s important to
know what does actually empowerment means and how it’s interlinked with job performance.

Generally, the empowerment of employees means encouraging and enabling individuals to take
personal responsibility for improving the way they do their jobs and contributing to the
achievement of the goals of the organization. The notion of empowerment involves a greater
degree of flexibility for the workforce and more freedom for decision-making about work
(Marghany, 2015). Empowerment was explored from two separate perspectives. One is the
organizational approach and the other is the human psychological approach. The organizational
or systemic approach involves looking at empowerment as actions for sharing power and
decision-making between organizations. In the human psychological approach, empowerment is
seen as an individual’s perceptions or attitudes towards their work and their role in the
organization (Tetik, 2016). More than 70 percent of today’s company has embraced and
implemented more or fewer types of organizational employee initiatives. Employee control is
seen as part of a wider term called “employee engagement” which also involves “participatory
management,” “job development" and "industrial democracy.” Leaders who empower their
individuals allow organizations to deal with market turbulence, challenges, and expected outlook
demands successfully. On the other hand, employees must not only be encouraged to take
reasonable decisions but must also be accountable for the effect of their decisions on minimizing
risky conduct at work (Rand Aldmour, 2018). The empowerment of workers has recently
become an important part of the global company theory.

Now if we talk about employee job performance, it is one of the main variables in the current
study. Various researchers have described the employee performance definition from various
viewpoints.According to Shields (2016), the performance of employees was defined as the

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degree to which an employee performs the duties and responsibilities (Bose, 2018). A concept of
job performance would be useful for the full range of approaches and interventions that the

The industrial-organizational psychology sector may use to enhance human performance in work
organizations.
Many of these techniques include recruiting, selection, training, and development, or
encouragement. Additionally, other approaches that may include eliminating restrictions that
prohibit individuals from contributing to organizational goals and giving individuals greater
incentives for organizational participation may also directly impact efficiency.Thus, a
performance concept should allow variability due to variations in (a) characteristics assessed in
selection programs, (b) involvement in training and development programs, (c) access to
motivational strategies and activities, and (d) situation constraints and opportunities (Kell, 2015).

This paragraph will explain how empowerment and job performance work together.When
employees of any organization get empowered, they get the freedom to think on their own which
helps them to come with innovative ideas. Freedom helps employees to play with the creative
side of their brain. This also helps the organization to come up with creative solutions to deal
with the problems. When employees are empowered, they think they have space to explore and
make the decisions and in that process, they learn a lot. The employees tend to share knowledge
with each other due to increased confidence which they have gained through empowerment. The
participation rate increases and as a result organizations achieve their strategic goals.
Empowering employees also helps an organization to have a satisfied and motivated workforce.
Empowered employees will be motivated to work better as they have the authority and
responsibilities to fulfill. As the employees have full freedom to do the work in their way, they
would gain more satisfaction after completing the work. Due to freedom and responsibility,
employees will be performing better which will increase productivity and as a result, the
organization will have better quality products or services. Moreover, this would also result in
lowering the costs of the organization. When employees are satisfied, motivated, responsible,
and productive they would not waste material, and would not leave and therefore companies do
not have to spend much in recruiting.

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Inthe next few paragraphs, we will back up what we said in the previous paragraph with the
findings of other major researchers. Most of the researchers have shown a positive relationship
between employee empowerment and employee performance.

The former researchers drew attention to the important relationship between empowerment and
success of employees. Among them,Yilmaz (2015) explored the impact of psychological control
on job performance in the hospitality sector over frontline employees.The study found that there
is a strong connection between work performance and the four dimensions of psychological
empowerment. The aspects of self-determination and the effect of empowerment are more
important than the sense of work and the skill of workers as to their effects on job performance.

Mehrabani&Sahjari (2013) research conducted in Iran's University Hospitals centered on

leadership empowerment, which ensures the leading role of empowering an employee, including
serving others, tracking others, mentoring others, and coaching others on employee efficiency
including employee performance and satisfaction.The findings indicate that helping and
mentoring others has a positive impact on employee satisfaction and performance but coaching
others only affected employee performance, while tracking others did not display relationships
with the two dimensions of individual effectiveness.

On the other hand, Sun (2016) used the mediating role of work satisfaction to research to
investigate the impact of psychological empowerment on job performance.The findings show
that meaning, self-determination, competence, and impact are positively associated with job
performance task performance, and contextual performance, suggesting that psychological is
regarded as predictors of work success. The findings also suggest that employee satisfaction
mediates the relationship between job performance and psychological climate (Rand Aldmour,
2018).

Another research in Bangladesh’s context was conducted on 240 working employees of 20

different financial organizations. SPSS software was used to analyze the data that was collected
to conduct the Pearson correlation and regression analysis. And the resultshows how
empowerment can improve itsservice quality (Minhajul Islam Ukil, 2016). As when employees

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feel empowered, they give out their maximum efforts which help to improve the quality of work
along with the work output.

Now let us look at a few ways through which organizations can empower their employees. one
of the ways is job enrichment which makes employees feel they are also a part of the
organization. Another way is to do participative management enabling individuals from a
gathering, for example, workers of an organization or residents of a network, to partake in
authoritative dynamics. Effective team works and leadership also factors of empowerment. Team
works help employees to share knowledge and learn from each other and motivation from
leaders leads to the proper empowerment of the employees.

Finally, let’s get back to the question, that was asked in the beginning, if empowerment only has
a positive impact on job performance or not. Throughout this time we have only looked at the
positive aspects of empowerment on job performance, we feel that there is another side to it as
well. Everything comes with pros and cons. However, the researches that we have gone through
did not have the negative effects of empowering the workforce. As we all know, empowerment
has its own disadvantage such as abuse of power, conflicts, and misunderstandings, additional
costs of training, arrogance, security and confidentiality problems, etc. Some sectors do not
really need empowerment as they have a very structured job design that cannot be changed. For
intense, the garment sector, they have to complete the orders according to the buyer’s necessity.
There’s no chance to be creative. The workers also have to finish the orders in the given time, so
empowerment won’t really help them there. Some employeesare more comfortable with their
routine job and not ready to take up some extra responsibilities. When they are given the
empowerment, they might no be able to enjoy the power of empowerment. There was not
enough researches on Bangladesh for which we could not get ideas about our local
organization’s workforce. But the researches did not show that side. This will prevent the readers
from having a proper idea about the impacts of empowerment on job performance. Another gap
that we found while researching was that the researches did not talk about all the industries such
as agriculture, construction, textiles,

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etc. lastly, empowering the workforce will be beneficial for every type of organization and this
was not mentioned. All these will contribute to misleading the reader and fail to deliver proper
knowledge.

However, empowerment has much more pros than the cons. It may not be useful to some
employees or suitable for some sectors, but overall empowerment has that magic that can make
the best out of someone, regarding their job performance. But it’s also necessary, for future
researches to talk about the drawbacks of empowerment that we mentioned above. That would
help the reader not only see the positive aspects but also negative aspects of it. It would help
them realize whether they are from that category of employees that need empowerment or they
aren’t really ready for it yet. That definitely would help them with their decision making as well.
Also, there should be more researches done in Bangladesh’s context, as every country’s people
have different kinds of mindset and nature.

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Research Methodology

Generally, it is expected that empowerment will have a strong impact on job performance. This
impact can be positive as well as negative depending on the nature of different employees. To
know how does empowerment actually impacts job performance, it’s necessary to perform
research ona small population that will represent the whole working population and look through
other researches. This would help to know what employees feel about empowerment and the
overall effect on job performance. Different employees will have different views on
empowerment and this will help to come up with an answer. After conducting the survey and
analyzing it, we can compare the result with other surveys and discuss the result further. To get
the result, we need to conduct the survey both on empowerment and job performance.

For the primary research, a survey will be conducted on the employees of different organizations
to collect information from the participants to know how they feel about the impact of
empowerment on job performance. The survey will have a sample size of about 100 to 134
employees. A questionnaire has already been chosen that includes three parts, to get a range of
useful data, which will help us to answer our research questions. The first part of the
questionnaire consists of demographic questions, the second part consists of questions regarding
empowerment, and the third part consists of questions regarding job performance. The items are
measured using different scaling methods to improve accuracy. We will be collecting our data
through a survey, where the pre-set questionnaire will be given out to the employees, who work
at different organizations. A stratified sampling technique will be used to determine the sample
size of the respondents and will differentiate the respondents based on their age, gender, work
experience, etc. After dividing the sample size,a simple random sampling method will be applied
so that it is free from any kind of biases and represents the whole population properly. All these
will help in data interpretation and analyzing the results. This report will be highly dependent on
secondary research. Due to pandemic, it is not possible to visit different organizations and gather
information and hence has to be collected through researches of others. This will help us to
conduct the research with better resources.

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On the subject of secondary research, online search engines (google chrome and google scholar)
will be the prior choices. For a more qualitative approach extraordinary significant magazines,
relevant articles and previous research papers will be investigated.
The main objective of this report is to come up with an answer that satisfies the majority of the
working population. This can only be achieved when we will check thoroughly after collecting
the data through questionnaires so that errors can be reduced. Segmenting the respondents
properly is also an important task and should be carefully done. All these including the primary
and secondary data will help us to complete our report successfully.

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Research Findings & Analysis

Before we hop into the analysis, first let’s take a look at the findings regarding empowerment
and job performance based on demographical data.

From table:01, it can be seen that the lion share of participants (87.32%) is from 19 to 35 years
old. If we measure their mean of empowerment and job performance on a scale of 5, it’s 4.05
and 3.13. These numbers vary from age to age. 11.20% of participants are from 36-54 years age
group. And the means of their empowerment and job performanceare 4.60 and 3.38. From these
two types of data, we can see that as their empowerment has increased it showed some positive
impact on their job performance as their job performance also increased, though the increment is
very slight. Which makes sense as well. The more the employees get older the more they get into
senior ranks or positions so they get more empowerment rather than the newcomers or less
experienced employees.

5
4.5
4
3.5
3
2.5
Empowerment
2
1.5 Job performance
1
0.5
0 Job performance

0-18 Empowerment
19-35
36-54
55+

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However, we aren’t considering the participants from 0-18 and 54+ age that much, as the number
of the participants is really small, and therefore it is hard to judge their level of empowerment
and job performance with such a small quantity of participants.

In the case of gender, we got more male participants than female participants. From the survey,
we can see those male participants are more empowered and provide better job performance at
their workplace. However, the rest 2.99% of people didn’t prefer revealing their gender.

2 Empowerment

1 Job performance
Job performance
0
Empowerment
Female
Male
Prefer not to
say

Lastly, we got the data from the participant’s working experiences. Let’s take a look at what tale
table: 03 has to tell:

The table shows that 61.20% of participants have 0-2 years of working experience. As they are
comparatively new in the organization, so they are less empowered than those who have been
working for 3-5 or 5+ years. However, their job performance is better than 3-5 years working
people. Which is usual as at first employees are more active and focus more on their job
performance. But those who have been working for more than 5 years, are more empowered and
also are better at their job performances. As they are reserving higher positions and are more
experienced, so they got more responsibilities to fulfill.

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 5

3
Empowerment
2
Job perfomance
1
Job perfomance
0
Empowerment
0-2 years
3-5 years
5+ years

Pearson’s Correlation

Correlations
Empowerment Job Performance
Avg (Avg)
Empowerment Avg Pearson Correlation 1 .052
Sig. (2-tailed) .551
N 134 134
Job Performance (Avg) Pearson Correlation .052 1
Sig. (2-tailed) .551
N 134 134

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Pearson’s correlation represents the relationship between the dependent and independent
variables. In our case, we have empowerment as an independent variable, whereas job
performance as a dependent variable. Because we want to see how empowerment impacts one’s
job performance. The result of this correlation can be three types of relationships. +1 shows the
positive relationship between the variables, which means if one of the variables increases the
other one also increases. Whereas, -1 shows the negative relationships, which means the opposite
relationship. If one of the variables increases the other one would decrease. And 0 shows no
relationships between the variables. N represents the sample size. In our analysis, we have got a
positive relationship between empowerment and job performance. But 0.52 shows the impact of
empowerment on job performance, which is moderate. So the impact is slight. If we look at the
2-tailed value which is .551, it shows the value of alpha. The standard value of alpha is .05,
which shows that the correlation is not that significant.

Factor Analysis

Factor analysis is a statistical technique for determining which underlying factors are determined
by a (much greater) number of observable variables, a form of data reduction variables and this
statistical technique involves a broad sample size.It does this by looking for underlying non-
observable variables expressed in the observed one. Analysis of the factor is based on the
correlation matrix of the variables involved and correlations typically require a broad sample size
before stabilizing.
Kaiser-Meyer-Olkin (KMO) Test is a calculation of how well data is suitable for factor analysis.
KMO returns values between 0 and 1, high (close to 1.0) usually implies that data might be
useful for an analysis of a factor.Here, the KMO value 0.500 indicates that the sampling is
appropriate and useful. In Bartlett's test of sphericity tests, small significance level values (less
than 0.05) suggest that a factor analysis might be useful with the results, we can see that
Bartlett's sphericity test is important.That is, its related probability is below 0.05. It is only .551.
This means the correlation matrix is a matrix of identity.

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 KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling .500
Adequacy.
Bartlett's Test of Approx. Chi-Square .356 Component Matrix
Sphericity Df 1 Component
1 2
Sig. .551
JP1 .147 .755
JP2 .103 .739
JP3 .141 .762
JP4 .125 .743
E1 .696 .141
E2 .666 .122
E3 .747 .114
E4 .608 .000
E5 .593 .094
E6 .653 -.119
E7 .746 -.201
E8 .721 -.160
E9 .578 -.326
E10 .605 -.290
Extraction Method: Principal Component
Analysis.
a. 3 components extracted.

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This table contains loadings of the components of the fourteen variables on the extracted three
elements.The higher the absolute loading value, the more the element contributes to the variable
(we extracted 14 variables in which the 42 items are divided into 14 variables according to the
most relevant items with similar responses in component 3). The higher the loading, the more
this factor accounts for that variable's total variance of the score. Here, JP1, JP2, JP3, JP4, E1,
E2, E3, E4, E5, E6, E7, E8, E9, and E10 loaded the three components positively to a much the
same degree.

One- Way Analysis of Variance (ANOVA)

This is a statistical test that is used to analyze the difference between the two groups. This test
will help us to find whether the factor has any influence on the dependent variable or not. We
have taken Job performance as our Dependent Variable and Empowerment as our factor. This
ANOVA table is given below:

Fixed-effects models practice statistical hypothesis. A null hypothesis tells us that the factor,

ANOVA
Job Performance (Avg)
Degrees
of
Sum of Freedom
Squares df Mean Square F Sig.
Between Groups 12.315 22 .560 1.258 .217
Within Groups 48.933 110 .445
Total 61.248 132

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Empowerment does not affect the dependent variable, job performance.
According to our table above, we have the following results:
 F ratio, 1.258 which, greater than 1.
 The significance level, 0.217, indicates that there is a 21.7% chance of rejecting the null
hypothesis stated if it is true.
 The significant level, 0.217, is also lower than F, 1.258.

The results indicate that Empowerment has some effects on Job performance. A change in the
level of empowerment will have a definite change in job performance levels. There, we reject the
null hypothesis as our results clearly state that the Independent factor has an impact on the
dependent variable.
The F test is moderate for finding out whether the Empowerment has any impact on job
performance and hence we could anticipate that the null hypothesis will be rejected by our
findings.

Regression Analysis

Model Summaryb
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .060a .004 -.004 .68255
a. Predictors: (Constant), Empowerment Avg
b. Dependent Variable: Job Performance (Avg)

It can be deduced from the above table of the Model Description that the results are comprised of
Doing a multiple linear analysis. The data provided in the table in question is used to
It determines how well this regression model integrates with the data obtained.The multiple
correlation coefficients 'R' depicts the values for the listed five predictors. The fact that it is of

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high value demonstrates 'good' predictability for research. With the R Square value of (.060), it
can be concluded that the independent variables explain 06 % of the variability of
Empowerment.

In the Regression, we know that R2 measures how much of the variation in the dependent
variable can be explained by the independent variables. In this study, we have found R2 =.060 it
means 06 % of the variation of women empowerment can be explained the changes by
microfinance. Besides this, adjusted R2 is very closure to R2 it suggests the addition of one
independent variable contributes to explaining the variation in impairment of assets.

The Linear Regression Model

Linear regression is used to predict the value of a dependent variable (Job Performance) using an
independent variable (Empowerment).
The equation is:
Job Performance (y) = a + b * Empowerment (x)
y = a + bx
= 2.86 + 0.08x
The linear regression equation implies that if the other values are kept constant, for each degree
of increment in empowerment (x) the job performance (y) increases by 2.94, 3.02, 3.1, and so on.
The value of y completely depends on the change of the value of x, if x increase then y also
increases and vice versa.

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Discussion

In today’s world employees not only looking forward to fulfilling their basic needs but also their
psychological needs, which include empowerment. We had started this report with a question if
really empowerment has a positive impact on job performance. Throughout the researches and
surveys, we were trying to figure this out. Now we hope, through this discussion, we would
finally get the proper answer to that question. In every other different research, we found a
highly significant positive relationship between empowerment and job performance, whereas in
our research, we’ve seen a positive relationship, but at a moderate level.

The demographical data, that we had collected through the survey, shows how empowerment has
a relationship with each of the variables. Such as; age, gender, working experience. In the
findings and analysis part, we saw how employees with more age tend to have more
empowerment, whereas younger employees are better on their job performance. The same goes
for the working experience, those who are more experienced, are more empowered rather than
newly joined employees. However, not in every research, it’s shown that empowerment has any
impact on these variables. Like that, one of the research’s findings says that empowerment does
not affect age, gender, or working experiences. (Zare M, Zarmehr F, Ashrafi-Rizi H, 2015).
According to that report, people of any age or gender can be empowered. These variables do not
matter in the case of empowerment.

If we move to the next analysis, which is Pearson's correlation. Here, the general hypothesis is
empowerment has a positive impact on job performance, which means if empowerment increases
of an employee, his/her job performance will also increase. Even in some other researches we’ve
found the same kind of hypothesis. Where Pearson's correlation’s result showed that
empowerment and job performance shares a positive relationship. For instance, one of the
research showed that empowerment is significantly and positively correlated with job
performance and the level of contextual performance of job performance is 0.01. This represents

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the higher the empowerment is of an individual, the higher their job performance would be. Vice
versa, the lower their empowerment is, the lower their job performance would be. (Sun, X. J,
2016). In our research, we got to see the same positive relationship between the two variables.
Where job performance is dependent on empowerment. However, the level of our correlation
between these two variables is 0.52, which is not that significant. Instead, it shows a moderate
relationship.

According to our survey findings, the impact of empowerment plays asignificant role in boosting
job performance.The results of the Kaiser-Meyer-Olkin (KMO) test and the component
matrixconfirms the contribution of the independent variables to the factor.The components of the
descriptive statistics table and output of Analysis N thenumber of cases used in the findings of
our survey. Here, N is 134 because we conducted an onlinesurvey on 134 employees who are
currently working full time in any organization ofBangladesh.The flows ofthe findings are
supported by the articles that we have gone through as well(Bose, 2018). Although the article’s
findings andour findings are not opposite, or very different, the results reflect the differences in
thesample.All in all, we additionally can see that the independent factor positively affects job
performance. These meansthese factors portray a prominent role in boosting job
performance.Therefore, the results we have acquired from the study of surveys are similar to the
scrutinized articles, and hence along these shows a positive connection betweendependent as
well as the independent variable.

One-way Variance Analysis (ANOVA) was also used in this research to find out how the
independent variable, Empowerment, influenced the dependent variable, Job Performance.
According to the results of ANOVA, empowerment does influence job performance but not to a
great extent. If this result is considered then it can be said that empowerment does have some
effect on job performance but not more than other factors. It was mentioned in another research
that empowerment is found to have the most effect on job performance. (Fulford&Enz, 1995)
The results of this research show that among other factors employee empowerment made the
most contribution to change in performance. Our ANOVA results directed us to this conclusion
that change in empowerment affects the level of performance but not very significantly. As
mentioned in the literature review, empowerment does have an impact on job performance and

19 | P a g e
employees of Bangladesh do believe in employee empowerment is necessary for better
performance.

Lastly, this research regression analysis was used in identifying which variable hasan impact on
empowerment. There are two types of variable dependent and independent. By doing our
analysis we define a dependent variable that is influenced by one independent variable. In the
linear regression equation, X means empowerment and Y means Job performance after the
equation we get if X increase then Y also increases. This is how it helps to know that
empowerment can improve Job performance. If the employees feel empowered, they will
improve the quality of their work along with the work output. Regression analysis is a helpful
statistical method that can be across an organization and make sure that which independent
variable is influencing the dependent variable. So from the analysis, we know that the
independent variable impacts job empowerment. The table shows that empowerment is
statistically significant and has a positive impact associated with the quality of their work,
improvement, and work output. The results of this research show that with other factors
employee empowerment is very much important in their Job performance. So in Bangladesh
employees believe that employee empowerment is required for job performance.

To conclude our discussion we have to focus on the bigger picture. We have already discussed
how some of the results did not indicate that empowerment has a very significant impact on job
performance. According to those results, it seemed that empowerment does affect performance
but empowerment is not a big contributor to enhance performance level. However, there was one
thing common in every result that empowerment affects job performance positively. The other
researches we have looked for secondary data also stated the same and therefore we can say that
this discussion agrees with our hypothesis.

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Recommendation

According to Rajalingam et.al (2015), the empowerment of employees with an organization

plays a critical role in employee satisfaction which in turn promotes the performance in
organizations. There is a saying, the greater the empowerment the greater the motivation to work
among the employees.After analyzing the collected data and comparing our findings with several
previous researcher’s findings we found several shortcomings in the implications of our topic
“Impact of empowerment on Job Performance”. To improve these shortcomings, we have come
up with some recommendations by studying more research papers based on this topic.

 Job Enrichment- One of the most important factors of employee empowerment. It is the
step used to make the employees feel that the organization is actually owning them and
that thing empowers them and boosts their performance on the job.(Rajalingam
et.al.,2015). Through this method, a job can be designed for the employees which have
many challenging and interesting tasks. That will help to increase employee’s skills along
with increasing their salaries.

 Effective Teamwork -One of the effective ways to empower the employees. It usually
helps an employee to share the ideas, learn some innovative tactics from the other
members of the team, which makes the employee more efficient in his/her
work.(Marghany, 2015). It would help the employees to be connected to their work
through the team. Effective teamwork would help to maximize individual employee’s job
performance through the increment of their strengths of the other team members. That
will eventually bring the best out of everyone.

 Feedback-Encouraging feedback and suggestions from the superiors can help employees
to be empowered since they are the cornerstone of the organization. An employee whose
voice is valued and skill recognized, tend to be more productive and satisfied.

21 | P a g e
 (AbouElnaga& Imran, 2014). Feedback can make an employee better with his/her job
performance. As proper guidance can help them achieve empowerment.

 Skills Enhancement- It makes a person more capable, skilled, and confident in

themselves and their performance better able to reach the organization's goal.(Marghany,
2015). The more skills an individual will have the more it will help him to be
empowered. (s)he can turn themselves into a desired commodity with the sets of unique
and enhanced skills.

 Avoid Micromanaging- Avoid micromanaging and provide employees the freedom and
independence to do their work to enhance productivity and performance. Practice
Delegating, hire the right people, and set clear expectations helps to stop micromanaging
at work.(Rajalingam et.al.,2015). By avoiding micromanaging, employees will have more
chances to make their own decisions and trying out new things that might be more
efficient. That would not only help them to be empowered but also would help them to
improve their job performance.

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Conclusion

Through this report, we have already established how empowerment works and why it is
important for employees. The most important outcome that should be mentioned again is that it
makes employees have faith in them. Empowerment allows them to take risks and achieve bigger
things that they did not think they are capable of. Walt Disney once said we have to become
fearless to pursue our dreams and when the employees start to have faith in their own abilities
they become fearless. Believing in their capabilities helps them to achieve their objectives and
when all employees achieve their objectives, organizational objectives are achieved as well.
Empowerment help employees to prepare themselves for pursuing their dreams which in return
helps the organization to have a loyal, and hardworking workforce. However, the manager
should keep this in mind that delegating powers and responsibilities should be done systemically.
This will make the environment more comfortable for the employees. (I.M.D.B.K.S., 2018) If
changes are brought dramatically then the employees will not be ready for it and instead of
improving performance, approaches to make employees empowered will create chaos. When
employees are slowly getting used to these changes they are also being prepared for
empowerment. This is when they can use employee empowerment to improve their job
performance and not think that they are only doing more work which will hamper their
productivity level. (Holdsworth and Cartwright, 2003)

In our research, we have managed to come to a conclusion by surveying 134 employees and
analyzing their responses. We have successfully proved our hypothesis right. Our hypothesis
stated that empowerment has a positive impact on job performance and according to the
responses of our respondents we can say that empowerment helps employees to perform better.
However, the accuracy of our research could have been a bit better if we could increase our
sample size and include more employees. Due to time constraints and pandemic, we could not
reach a larger number of employees. Moreover, we could not find any research based on
employees of Bangladesh, and the researches that are available on the internet are based on
common industries only. This made us think that there should be more researches including all

23 | P a g e
sectors and also on Bangladeshi employees. Most secondary data we have used for our research
indicated that there is an impact of empowerment on job performance. By doing this research we
get to know that empowerment has pros and cons and not every sector needs empowerment but
overall empowerment has the power that can make the best out of someone and it has a positive
impact on job performance.

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References

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98-105.

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AbouElnaga, A., &Imran, A. (2014). The impact of employee empowerment on job satisfaction

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372

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http://www.jstor.org/stable/40604059

Holdsworth, L., and Cartwright, S, (2003). Empowerment, stress, and satisfaction: An

exploratory study of a call center. Leadership & Organization Development Journal, 24

(3), 131-140

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Impacts of empowerment. (n.d.). Empowerment on Job Performance. Retrieved September 26,

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ployee_Performance_in_the_Workplace

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Rajalingam, Y., Jauhar, J., &Bashawir, A. G. (2015) A study on the impact of empowerment on

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 Appendix

Appendix 1

Age Percentage of sample population Empowerment (mean) Job performance (mean)

(%)

0.74 %
0-18 years 3.8 4.5

87.32%
19-35 years 4.05 3.13

11.20%
36-54 years 4.6 3.38

0.74%
54+ years 5 3.5

Table: 01

Gender Percentage of sample Empowerment (mean) Job performance (mean)

population (%)

Female 23.89% 4.01 3.02

73.14%
Male 4.16 3.22

Prefer not to say 2.99% 3.75 3.25

Table: 02

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Working Experience Percentage of sample Empowerment (mean) Job performance (mean)
population (%)

0-2 years 61.20% 4.04 3.16

3-5 years 17.17% 4.10 3.14

5+ years 21.66% 4.34 3.24

Table: 03

Appendix 2

Total Variance Explained

Initial Eigenvalues
Total % of Variance Cumulative %
1.052 52.599 52.599
.948 47.401 100.000
Extraction Method: Principal Component Analysis.

Correlation Matrix
Empowerment Job Performance
Avg (Avg)
Correlation Empowerment Avg 1.000 .052
Job Performance (Avg) .052 1.000
Sig. (1-tailed) Empowerment Avg .275
Job Performance (Avg) .275
a. Determinant = .997

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This table contains loadings of the components of the fourteen variables on the extracted three
elements.The higher the absolute loading value, the more the element contributes to the variable
(we extracted 14 variables in which the 42 items are divided into 14 variables according to the
most relevant items with similar responses in component 3). The higher the loading, the more
this factor accounts for that variable's total variance of the score. Here, JP1, JP2, JP3, JP4, E1,
E2, E3, E4, E5, E6, E7, E8, E9, and E10 loaded the three components positively to a much the
same degree.

Component Matrixa Rotated Component Matrixa

Component Component
1 2 3 1 2 3
.147 .755 .339 JP1 -.025 .086 .836
.103 .739 .303 JP2 -.033 .037 .804
.141 .762 .039 JP3 .178 -.116 .746
.125 .743 .077 JP4 .138 -.096 .738
.696 .141 -.459 E1 .831 .137 .074
.666 .122 -.354 E2 .735 .191 .086
.747 .114 -.382 E3 .811 .230 .079
.608 .000 -.210 E4 .578 .283 .009
.593 .094 -.348 E5 .675 .153 .052
.653 -.119 .308 E6 .237 .688 .068
.746 -.201 .300 E7 .297 .773 .000
.721 -.160 .260 E8 .313 .718 .023
.578 -.326 .433 E9 .069 .784 -.096
.605 -.290 .357 E10 .146 .741 -.083
Extraction Method: Principal Component Extraction Method: Principal Component
Analysis. Analysis.
a. 3 components extracted. Rotation Method: Varimax with Kaiser
Normalization.

30 | P a g e
 a. Rotation converged in 5 iterations.

Component Transformation Matrix

Component 1 2 3
1 .713 .690 .126
2 .138 -.313 .940
3 -.688 .652 .318
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.

Output table of communalities showing how much of the variance in the variables have factors
derived were taken into account. Strong communities here are empowerment (avg.) and work
efficiency (avg.) because the importance of their production is more than.5. Low communities
are the identification and autonomy of tasks since the value of their extraction is less than .5.

Communalities
Initial Extraction
Empowerment Avg 1.000 .526
Job Performance (Avg) 1.000 .526
Extraction Method: Principal Component Analysis.

The descriptive statistics table is the output of Analysis N the number of cases used in the factor
analysis. Here N is 134, coefficient of variation is more than 1 this indicates a relatively high
variation.

31 | P a g e
 Descriptive Statistics
Mean Std. Deviation Analysis N
Empowerment Avg 4.116 .5330 134
Job Performance (Avg) 3.1772 .67919 134

Descriptive Statistics
Mean Std. Deviation N
Job Performance 3.1748 .68118 134
(Avg)
Empowerment Avg 4.123 .5276 134

Model Summaryb
Adjusted R Std. Error of the
Model R R Square Square Estimate
a
1 .060 .004 -.004 .68255
a. Predictors: (Constant), Empowerment Avg
b. Dependent Variable: Job Performance (Avg)

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression .218 1 .218 .469 .495b
Residual 61.030 131 .466
Total 61.248 132
a. Dependent Variable: Job Performance (Avg)
b. Predictors: (Constant), Empowerment Avg

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients 95.0% Confidence Interval for B
Model B Std. Error Beta t Sig. Lower Bound Upper Bound
1 (Constant) 2.857 .468 6.103 .000 1.931 3.783
Empowerment Avg .077 .113 .060 .685 .495 -.146 .300

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a. Dependent Variable: Job Performance (Avg)

Appendix 3

Demographic Data
1. What is your gender?
 Female
 Male
 Others
 Prefer not to answer

2. What is your age?

 0 - 18 years old
 19 - 35 years old
 36 - 54 years old
 54+ years old

3. What is your marital status?

 Unmarried
 Married
 Others
 Prefer not to answer

4. Working experience -
 0 - 2 years
 3 - 5 years
 5 + years

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 Impacts of Empowerment on Employee Performance in the Workplace
Employee Work Performance Very Not very All right Very Exceptionally
poorly well well well
1. In the last seven days you
worked, how well were you
handling the responsibilities
and daily demands of your
work?
2. In the last seven days you
worked, how well were you
making the right decisions?
3. In the last seven days you
worked, how well were you
performing without mistakes?
4. In the last seven days you
worked, how well were you
getting things done on time?

Employee Empowerment (Task Strongly Disagree Neither Agree Strongly

meaningfulness) Disagree Disagree Agree
Nor Agree
1. My work is important to me

2. My job activities are meaningful

to me

3. I care about what I do on my job

34 | P a g e
4. My job is well within my scope
of abilities

5. I am confident about my ability

to do my job

Employee Empowerment Strongly Disagree Neither Agree Strongly

(freedom to perform) Disagree Disagree Agree
Nor Agree
6. My opinion counts in group
decision making

7. I have freedom to determine

how to do my job

8. I have a chance to use personal

initiative in my work

9. I have an influence over what

happens in my work

10. I decide on how to go about

doing my job

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