The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan
Keywords:
employee empowerment, subjective wellbeing, small or medium enterpriseAbstract
Employee empowerment plays a key role in the management of talented personnel: it enables an organization to use workers’ skills and abilities in a way that enhances the performance of both employer and employee. Based on a survey of 349 small and medium enterprises in Quetta, this study examines the impact of employee empowerment on employees’ subjective wellbeing, which is measured in terms of affective and cognitive components. Its results indicate that employee empowerment has a significant and positive impact on employees’ subjective wellbeing, implying that senior managers should prioritize this aspect of human resource management.
References
Chikumbi, C. N. L. (2011). An investigation of talent management and staff
retention at the Bank of Zambia. Unpublished Master’s thesis,
Nelson Mandela Metropolitan University, Port Elizabeth, South
Africa.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A
review and research agenda. Human Resource Management Review,
(4), 304–313.
Dahlberg Group. (2011). Report on support to SMEs in developing countries
through financial intermediaries. Geneva: Author.
Dizgah, M. R., Chegini, M. G., Farahbod, F., & Kordabadi, S. S. (2011).
Empowerment and organizational effectiveness in the executive
organizations. Journal of Basic and Applied Scientific Research, 1(9),
–980.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate
data analysis (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Honold, L. (1997). A review of the literature on employee empowerment.
Empowerment in Organizations, 5(4), 202–212.
Jansen, R. C. (2009). An investigation into the subjective wellbeing of the female
stripper. Unpublished Master’s thesis, University of South Africa,
Pretoria.
Juhl, H. J., Kristensen, K., Dahlgaard, J. J., & Kanji, G. K. (1997).
Empowerment and organizational structure. Total Quality
Management, 8(1), 103–111.
Karakoc, N., & Yilmaz, A. K. (2009). Employee empowerment and
differentiation in companies: A literature review and research
agenda. Enterprise Risk Management, 1(2), 1–12.
Naderi, N., Jamshidiyan, A. R., & Salimi, Q. A. (2008). Employees’
empowerment from on-jobs training, case study: Isfahan oil
purge. Olome Ensani Va Ejtemaei, 7(27), 113–132.
Ongori, H. (2009). Managing behind the scenes: A viewpoint on employee
empowerment. African Journal of Business Management, 3(1), 9–15.
Osbourne, J. W., & Waters, E. (2002). Four assumptions of multiple
regression that researchers should always test. Practical
Assessment, Research and Evaluation, 8(2), 1–5.
Page, K. (2005). Subjective wellbeing in the workplace. Unpublished
Bachelor’s thesis, Deakin University, Faculty of Health and
Behavioral Sciences, Melbourne, Australia.
Pinto, L. W., & Dhulla, T. V. (2012). To study the talent management
system in banking sector with regards to motivation and
satisfaction. Bombay Psychologist, 27(1–2), 51–54.
Raziq, A., & Shaikh, A. A. (2015). Exploring recruitment and selection
practices in Pakistani SMEs. International Journal of Basic and
Applied Sciences, 4(1), 102–108.
Seyedjavadin, S. R., Heydari, H., & Shahbaz-Moradi, S. (2009). The
effective factors on human resource empowerment in services,
case study: Banks. Modiriyat Dolati, 1(2), 75–88.
Shmotkin, D. (1998). Declarative and differential aspects of subjective
wellbeing and its implications for mental health in later life. In J.
Lomranz (ed.), Handbook of aging and mental health: An integrative
approach (pp. 15–43). New York: Plenum Press.
Torani, S., Yazdi, F. V., & Gohari, M. R. (2008). The relationship between
empowerment climate and employees’ perception empowerment
in training hospitals in Kerman. Modiriyate Salamt, 11(31), 17–26.
