Faculty of Cognitive Science and Human Development
FACTORS THAT INFLUENCE THE IMPLEMENTATION OF EMPOWERMENT IN HOSPITALITY INDUSTRY
Che Chow Lin @ Gowri
HD 50.5 C514 2003
UNIVERSITI MALAYSIA SARA W AK
2003
UNIVERSITI MALAYSIA SARA W AK BORANG PENGESAHAN STATUS THESIS
JUDUL: Factors that influence the implementation of empowennent in hospitality industry.
SESI PENGAJIAN : 2002/03 Saya CHE CHOW LIN @ GOWRl
Mengaku membenarkan tesis • ini disimpan di Pusat Khidmat Makumat Akademik, Universiti Malaysia Sarawak dengan syarat-syarat kegunaan seperti berikut:
I. Tesis adalah hakmilik Universiti Malaysia Sarawak
2. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat salinan untuk tujuan pengajian sahaja
3. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat pendigitan untuk membangunkan Pangkalan Data Kandungan Tempatan
4. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat sesalinan tesis ini sebagai bahan pertukaran antara institusi pengajian tinggi
5.
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sila tandakan (--J)D
SULIT (mengandungi maklumat yang berdarjah keselamatan atau kepentingan sepertitermaktub di dalam AKTA RAHSIA RASMI 1972)
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TERHAD (MENGANDUNGI MAKLUMAT Terhad yang telah ditentukan oleh organisasil badan di mana penyelidikan dijalankan)o
TIDAK TERHAD0}
(TANDATANGAN PENULIS) (TANDATANGAN PENYELIA)
Alamat Tetap:
Lot 1871, Kg. Tersusun Muhibbah lIn Muhibbah 12,35350,
Tapah , Perak.
Tarikh : Tarikh :
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Tesis dimaksudkan sebagai tesis bagi Ijazah Doktor Falsafah, Sarjana dan Sarjana Muda*
lika tesis ini SULIT atau TERHAD, sila lampirkan surat daripada pihak berkuasal orgaisasi berke;.aan dengan menyatakan sekali sebab dan tempoh tesis ini perlu dikelaskan sebagai SULIT atau TERHADo 6-
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Samarahall FACTORS THAT INFLUENCE THE IMPLEMENT A nON OF EMPOWERMENT INHOSPITALITY INDUSTRY
P.KHIDMA TMAKLUMA TAKADEMIK
UIIMAS
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1000133511
By
Che Chow Lin @ Gowri
This project is submitted in partial fulfillment of the requirements for a Bachelor of Science (Honours) in Human Resource Development
Faculty of Cognitive Sciences and Human Development Universiti Malaysia Sarawak
The project entitled 'Factors that influence the implementation of empowerment in hospitality industry • was prepared by Che Chow Lin @ Gowri and submitted to the Faculty of Cognitive Sciences and Human Development in partial fulfillment of the requirements for a Bachelor of Science (Honours) in Human Resource Development.
Received for examination by:
... ... ~ ... .
Mdm. Surena Sabil Date:
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ACKNOWLEDGEMENT
In producing this, theses I thank God for the strength and opportunity he gave to me while accomplishing this work, without the blessing from the Mighty One it would never able to produce this piece of work.
Encouragement and supports from my parents all the time is something that I could not pay back for them. Without them who am I today? Thanks for these walking Gods. I know this is something very small that can replace your grace but I have to say it "THANK YOU AMMA ".
The success of completion of this study occur from a guru. Without her presence and courage In
guiding me from the beginning until the end. I will not be able to write this now. Madam. Surena Sabil, my supervisor, without your guidance where am I to say this words today! Thank You So Much. Not forgotten also to all the lecturers and staff of Faculty of Cognitive Science & Human Development that helped me when I was indeed of guideline.
A special appreciation to MR. KRISHNAN GOVINDAN, The Human Resource Manager Of Ferringi Beach Hotel, whom is an important person in getting the data's from Penang.
To my valuable friend and sister, Deebha who are always with me in the journey of completing this theses. Without your motivation, I cannot produce this text.
Finally, I thank to all the individuals who involved directly and non-directly in this study and had contributed their effort and concern to produce this piece of work.
III
Pusat Khidmat MakiumatS ~ AR k8~
TABLE OF CONTENTS Acknowledgement
Table of Contents List of Figures LIst of Tables Abstract Abstrak
1. Introduction
1.1 Background of study 1.2 Statement of problem 1.3 Objectives of study
1.3.1 General objective 1.3.2 Specific objective 1.4 Statement of hypotheses 1.5 Conceptual framework 1.6 Significance of study 1.7 Definitions of terms
1.7.1 Perception 1.7.2 Middle Managers 1.7.3 Empowerment 1.7.4 Communication 1.7.5 Coaching 1.7.6 Participation 1.7.7 Training 1.7.8 Reward
1.7.9 Leadership style 1.8 Limitations of study 2. Literature review
2.0 Introduction
2.1 Defmition of Empowerment
2.2 The behavioral view of empowerment 2.2.1 Personal Development 2.2.2 Motivation theories 2.2.3 Equity theory 2.2.4 Leadership theories 2.3 Expectation! aspiration theories
2.3.1 Psychological contracts 2.3.2 Aspiration levels
2.4 Reason for empowering employees 2.5 Effects of empowerment
2.6 Management role in influence empowerment 2.7 Implementation of empowerment
2.7.1 Training 2.7.2 Rewards 2.7.3 Leadership style 2.8 Related factors
2.8.1 Communication 2.8.2 Coaching 2.8.3 Participation 2.9 Related studies 2.10 Summary
IV
UNlVERSlTI MALAYSIA
<)4100 KOla Samarahan iv v vi vii ix x 1 3 4 5 5 5 5 6 6 7 7 7 7 8 8 8 8 9 9 9
10 10 11 11 11 12 12 12 12 13 13 13 14 15 15 15 16 16 16 16 17 17 18
3. Research methodology
6. BibJiographl
3.0 Introduction 19
3.1 Research design 19
7. Appendix
3.2 Population and sampling 19
3.2.1 Population 19
3.2.2 Sample 20
3.3 Instrument 21
3.3.1 Communication 21
3.3.2 Coaching 21
3.3.3 Participation 22
3.3.4 Training 22
3.3.5 Reward 22
3.3.6 Leadership style 23
3.4 Pilot test 23
3.5 Data collection 23
3.6 Data analysis 24
3.6.1 Descriptive statistics 24
3.6.2 Inferential statistics 25
3.6.2.1 Independent sample t-test 25
3.6.2.2 Analysis of Variance (ANOVA) 25
3.6.2.3 Pearson Correlation 25
3.7 Summary 26
4. Findings and Discussion
4.0 Introduction 27
4.1 Socio-demographic characteristics of the respondents 27
4.1.1 Gender 27
4.1.2 Academic achievements 27
4.1.3 Years of Service 28
4.1.4 Department 28
4.1.5 Position 28
4.2 Perception of middle managers towards the implementation of 29 empowerment
4.3 Perception of middle managers towards the implementation of 29 empowerment based on selected demographic characteristics
4.3.1 Gender 29
4.3.2 Academic qualification 30
4.3.3 Years of service 30
4.4 Relationship between implementation of empowerment and 31 related factors
4.4.1 Communication 31
4.4.2 Coaching 31
4.4.3 Participation 32
4.5 Summary 32
5. Summary, Conclusion and Recommendations
5.0 Introduction 33
5.1 Summary of the study 33
5.2 Conclusion 34
5.3 Recommendations 34
5.4 Future Research 35
V
19 19 19 19 20 21 21 21 22 22 22 23 23 23 24 24 25 25 25 25 26
27 27 27 27 28 28 28
of 29
of 29
29 30 30 31 31 31 32 32
33 33 34 34 35
6. Bibliography 37
7. Appendix 42
VI
l
I
, LIST OF FIGURES
Figure 1.1
Conceptual frameworks showing the relationship between demographic characteristics and related factors , which influence the perception of middle managers towards
implementation of empowerment in hotels. 6
Table 3.1
Sample size require(
Table 3.2
Alpha Cronbach va Table 3.3
Number of questioru Table 3.4
Scores for Perceptio Table 3.5
The strength of corr Table 4.1 Distribution of the r Table 4.2 Distribution of the r Table 4.3 Distribution of the TI Table 4.4 Distribution of the r Table 4.5 Distribution of the r Table 4.6 Perception of middl Table 4.7 Results of t-Test an the implementation Table 4.8 Results of one-way, the implementation Table 4.9 Results of one-way.
the implementation Table 4.10 Results of Correlati, related factors.
6
LIST OF TABLES Table 3.1
Sample size required for the study 21
Table 3.2
Alpha Cronbach value for every section in questionnaire 23 Table 3.3
Number of questionnaire returned and used. 24
Table 3.4
Scores for Perception toward the implementation of empowerment 25 Table 3.5
The strength of correlation 26
Table 4.1
Distribution of the respondents by Gender 27
Table 4.2
Distribution of the respondents by Academic Background 27 Table 4.3
Distribution of the respondents by Years or Service 28
Table 4.4
Distribution of the respondents by Department 28
Table 4.5
Distribution of the respondents by Position 28
Table 4.6
Perception of middle manager toward implementation of empowerment. 29 Table 4.7
Results of t-Test and mean values for perception toward factors influence
the implementation of empowerment based on gender 29
Table 4.8
Results of one-way ANOVA for the perception of middle managers towards
the implementation of empowerment based on academic qualification 30 Table 4.9
Results of one-way ANOVA for the perception of middle managers towards
the implementation of empowerment based on years of service. 30 Table 4.10
Results of Correlation Analysis of implementation of empowerment and
related factors. 31
VllI
:
'
1 Table 4.11
Summary of Hypotheses Testing on the perception of middle managers towards
the implementation of empowerment in hospitaUty 32 The purpose of th
the implementatiol the study is to ( demographic chan their perception to determine whethc empowerment and methodology was from 4 and 5 star sample size that r instrument. The tiJ second section qu empowerment and one-way ANOVA majority (80.40%
implementation 0
middle mangers i~
based on their gel:
service (F=O.796,~
is significant rela communication (I';
Findings of the s participate as inv The multidimensi implementing emp,
IX
32
ABSTRACT
The purpose of this study was to determine the perception of middle managers in hotels towards the implementation of empowerment and the factors that influence it. Specifically the objective of the study is to determine if there is any difference among middle managers with vaned demographic characteristics such as gender, academic qualification and years of service in term of their perception towards the implementation of empowerment in hotel. The other objective was to determine whether there is any significant relationship between the implementation of empowerment and factors such as communication, coaching and participation. Survey research methodology was used for the purpose of data collection. The respondent was 46 middle managers from 4and 5 star hotels in Penang Island. Stratified sampling was used to determine the minimum sample size that required for the study. Questionnaire consist of two sections were used as the instrument. The first part consists of questions more to demographic characteristics. Items in the second section question on the perception of middle managers towards the implementation of empowerment and factors that influence it. Statistical tests such as Independent Sample T-test, one-way ANOVA and Pearson Bivariate Correlation method were used. The study found that the majority (80.40%) of middle managers in six hotels have a positive perception towards the implementation of empowerment. the study also show that there is no significant difference among middle mangers in term of their perception toward the implementation of empowerment in hotel based on their gender (t=0.245,p=0.808), academic qualification (F=0.344,p=0.793) and years of service (F=O.796,p=0.559). The Pearson Correlation Coefficient Analysis also indicates that there is significant relationship between the implementation of empowerment and factors such as communication (r=O.647, p<O.Ol), coaching (r=0.634,p <0.01) and participation (r=0.478,p<0.01). Findings of the study show that that the middle managers ability to communicate, coach and participate as involvement will lead to the successful implementation of empowerment in hotel.
The multidimensional task of the middle managers plays an important role in the success on implementing empowerment.
x
I ABSTRAK
Tujuan utama kajian ialah untuk menentukan persepsi pengurus di hotel terhadap imp lim entasl pemberian kuasa dan faktor-faktor yang memepengaruhinya. Secara khusus, objektif kajiar.
adalah untuk menentukan samada terdapat perbezaan di an tara pengurus-pengurus yang mempunyai ciri-ciri demograji yang terpilih (seperti jantina, pencapaian akademik dan tempoh berkhidmat) dari segi persepsi terhadap implimentasi pemberian kuasa di hotel. Satu lagi objektij ialah untuk menentukan sam ada terdapat perhubungan yang signifikan dengan faktor-faktor seperti komunikasi, bimbingan dan penglibatan. Kajian ini menggunakan kaedah survei.
Responden terdiri daripada 46 orang pengurus daripada 6 buah hotel yang bertaraf empat dan lima bin tang di Pulau Pinang. Kaedah persampelan rawak bertujuan digunakan untuk menentukan saiz sampel minima yang diperlukan. Alat kajian yang digunakan ialah borang soai selidik yang dibahagikan kepada dua bahagian. Bahagian pertama mengandungi item-item berkenaan ciri-ciri demograji seperti jantina, pencapaian akademik, tempoh berkhidmat, jabatan dan jawatan. Item-item dalam bahagian kedua pula berkenaan persepsi pengurus terhadap implimentasi pemberian kuasa di hotel dan faktor-faktor yang memepengaruhinya. Ujian statistik yang digunakan ialah ujian ANOVA, ujian t-sehala dan ujian korelasi pekali Pearson. Kajian im mendapati bahawa 80.40% daripadajumlah responden mempunyai persepsiyang positifterhadap implimentasi pemberian kuasa di hotel. Kajian ini juga menunjukkan bahawa tidak terdapal perbezaan yang signifikan antara pengurus dari segi persepsi terhadap implimentasi pemberian kuasa berdasarkan jantina (t=0.245,p =0. 808), pencapaian akademik ([=0. 344,p=0. 793) dan tempoh berkhidmat ([=0.796, p=0.559). Ujian korelasi pekali Pearson juga menunjukkan bahawa terdapat perhubungan yang signifikan antara implimentasi pemberian kuasa dan faktor-faktor seperti komunikasi (r=O. 647,p<0. OI),bimbingan (r=U. 634,p<0. 01) dan penglibatan (r=0.478,p<0.0I). Hasil kajian menunjukkan cara komunikasi yang diamalkan oleh pengurus, keupayaan pengurus untuk membimbing pekerja dibawahnya serta penglibatan pengurus sendiri dalam proses pemberian kuasa merupakan faktor yang mempengaruhi kejayaan implimentasi pengupayaan di hotel.
Xl
1.0 Introducti(]
This chaptf objectives of the stu(
study, definition oh Employee understand but only organizational chanl teams. Changing an quality service proce is today. Previous tr:
being controlled" ju been hailed as a organizations as a IT
requires individuals 1 basis, because quali~
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creatively and take c Empowerm because the top-leVI nature of empowerrr Phil Lowe (1994) organizers to align empowered work un
CHAPTERl INTRODUCTION
1.0 Introduction
This chapter list out the background of the study, the statement of problem, the objectives of the study, statement of hypotheses, the conceptual framework, significance of the study, defmition of terms used in the study and finally the limitations of the study.
Employee empowerment is one of the quality terms that everyone thinks that they understand but only a few really do. Empowerment forms the backbone of many approaches to organizational change, such as total quality management, reengineering and self-managed teams. Changing an organization's culture to an empowered organization is a tremendous quality service process. The need for changing the organizational culture has been greater that it is today. Previous tradition way of management of the " manager in control and the employee being controlled" just does not work today. Foy (1994) thinks that employee empowerment has been hailed as a management technique which can be applied universally across all organizations as a means of dealing with the needs of modem global business. Empowerment requires individuals to make appropriate decisions that result in improved quality on an ongoing basis, because quality is constantly evolving with changing customer expectations.
The process of empowerment is becoming necessary in an organization because empowered workforce will have the ability and opportunity to achieve high quality, low cost, flexibility and excellent customer service. According to Appelbaum and Honeggar (1998), empowerment exist in an organization when the lower level employees feel that they are expected to exercise initiative in good faith on behalf of the mission even if it goes outside the bounds of their normal responsibilities. Empowerment makes people feel vital to the organization, builds trust and promotes effective communication, giving people control over their own destinies (Scamati and Scamati, 2002)
Vogt (1997) defined empowerment as the act of giving people the opportunity to make workplace decisions by expanding their autonomy in decision-making. Empowerment also has been described as the breaking down of traditional hierarchical structures, as in an empowered organization; the line personnel closest to a problem are given the authority to solve the problem (Blanchard, 1997). Ang Seng Chai (1999) views that "empowerment frees employees from the domination of an omnipresent and omniscient boss by providing them the impetus to think creatively and take calculated risks in problem solving and decision-making".
Empowerment also plays a major role in leadership issues. This scenario happens because the top-level management doesn't have a clear message about the purpose and the nature of empowerment. They feel that the empowerment will lead them to loose their authority.
Phil Lowe (1994) points out that the role of the individual managers must change from organizers to aligners who provide the focus, motivation and support for their newly empowered work units.
1
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I
,
i
l
! The challenge of the leader to cope with the changes is a major concern for those who
defined as "leaders". The need for the participation of employee is very high and the responsibility falls in leader's hand to ensure the empowerment take place in the organization.
Morales (1997) has quoted a Mexican researcher, Freddie Lopez, as suggesting that empowerment is " training employees to offer each other trust, support, education, ideas, respect and motivation with the aim of developing each person's skills". He also added that empowerment must be a long-term commitment that is incorporated into a company's growth strategy, to motivate and to breed loyalty among workers.
According to Smith (1996), empowerment cuts right through the traditional relationship between managers and their subordinates. He also states that to empower others, managers have to trust their people's abilities and commitment as well as believe that empowerment is both possible and beneficial to conunit themselves and to take on ownership of the organization's goals. At the same time, he also admits that employees also must be able to trust and respect their managers.
In the service industry, hotels have a major role in empowering employees in fulfilling their customer's satisfaction. Research shows that an employee empowerment approach to service delivery has the potential to remedy problems such as poor customer service and inefficient operations (Bowen & Lawler, 1995). Caudron (1995) articulates empowerment as
"when employees 'own' their jobs; when they are able to measure and influence their individual success as well as the success of their departments and their companies". Empowerment has been promoted by most as a policy which will contribute to a new kind of organization where both employees and employer work together to produce profits while all benefits from a better quality of working life (Fox, 1994). The philosophy behind empowerment is usually driven by the belief that no one knows a job better than the person who does it and, therefore, by allowing those who are most knowledgeable to make decisions on the day-to-day issues surrounding their jobs, the organization become more efficient.
In the hospitality industry, the employee empowerment shows major interest in gaining competitive advantage from the service quality. To produce a quality service a hotel should provide an excellent customer service. According to Bowen & Lawler (1995), an employee empowerment approach to service delivery has the potential to remedy problems such as poor customer service and inefficient operations. Customer service through trained and motivated staff, consistency of service, and competency of management is often the only area in which a hotel's product can be clearly differentiated from its major competitors (Haynes and Fryer, 2000).
Chacko (1998) has suggested that the traditional organizational structure of hotels is a major barrier to successful implementation of quality initiatives, and that this can be adopt through empowerment. . Huq and Stolen (1998) have also pointed out that employees in service companies are less empowered to take actions on their own compared with their manufacturing counterparts.
In contrast, managers and service providers tend to overestimate the level of quality in their hotels as compared to the level of quality perceived by customers (Fallon and Schofield, 2000). Zairi (2000) has suggested that a means of addressing this problem is to develop an organization culture that actively seeks out and manages complaints so as to improve customer loyalty and retention. In this context, complaints are constructive and positive and act as an essential element of the quality-management initiative. Fletcher (1999) claims that the implementation of a service quality strategy is a multidimensional process reaching far beyond the principles that implemented. First, the organization has to prepare for change, then identify and prioritize the required alterations. Furthermore, organizations also have to develop internal as well as external skills such as listening, effective conununication and servant leadership to
upbold the new sen organizations have t 1.1 Backgroun~
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accept new task as process of empowc (1997) suggests thl the organization's:
kind of courage, he Empower perform the task, VI
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industries. The nat of service that the gain the reputatiol different in forms describe the use suggestion schem programmes in Sc departmental servl work groups and r the delegation of ~
concern for those who is very high and the
in the organization.
as suggesting that education, ideas, respect He also added that a company's growth through the traditional that to empower others, well as believe that
employees in fulfilling
lD<)w~~.ent approach to customer service and empowerment as ... u,,'"'''' their individual . Empowerment has of organization where benefits from a better is usually driven by therefore, by allowing issues surrounding their interest in gaining service a hotel should (1995), an employee problems such as poor trained and motivated
structure of hotels is a that this can be adopt employees in service their manufacturing the level of quality in (Fallon and Schofield, is to develop an as to improve customer positive and act as an 999) claims that the reaching far beyond change, then identify to develop internal servant leadership to
uphold the new service quality improvement strategy by building an effective team and, lastly organizations have to control cost in order to contribute the bottom-line of the organization.
1.1 Background of study
The theories of empowerment have a clear gap in the practical application. Problems still rise in implementation of empowerment. In this changing environment, individual managers feel that they threatened because they are supervisory, deCision-making roles eroded, and they have the opportunities to act as coach and facilitators.
Ward (1996) claims that accountability is the key to successfully empowering employees. He recommended three conditions that achieved. First, managers must assess the capabilities of the employees to perform a particular task. Second, managers must lead in a manner that gives employees these capabilities and third, managers and employees must understand completely the structure in which tasks carried out.
Most of the middle managers and the top level of management are facing a tremendous challenge in monitoring the implementation of empowerment. They fear of letting employees make decisions, which can affect the profitability of the company. Middle managers often object to employee empowerment because they perceive that the effort will take power away from them. This is supported by Blanchard & Bowles (1998) where they indicate that
"Managers must give up the levers of control they've worked a lifetime to get hold of' and for them this is the "hazing theory of management".
Ward (1996) stating that many managers ask "How can I give up control when I am accountable for the results? How can I give greater decision-making authority to employees, yet ensure the results are of good quality and are consistent with corporate objectives? How can I manage the empowerment process so employees feel the project is their own?" Perry (1997) indicates that managers need to change the way they mange, they need to overcome fears to perceived loss of control, concerns about employee competence and doubts as to whether or not employees possess the necessary skills.
In order to produce a quality product and provide a quality service, the employees must be given a proper guideline in fulfilling customer's expectation. The managers must be ready to accept new task as mentor coach and facilitator. Every employee will have to participate in the process of empowerment to ensure that the quality assurance is always being practice. Ettorre (1997) suggests that for empowerment to be measurable, there must be a direct relationship to the organization's strategic goals and accountability at every level in the hierarchy, calling for a kind of courage, honesty and strategic tracking foreign to most managers.
Empowered employees will have the authority, motivation and skill that necessary to perform the task, which will provide them with a sense of ownership. If once the employee feels the ownership in their daily task then the quality and the productivity of the organization will increase.
In Malaysia, the hospitality industry is one of the industries in the list of fast growing industries. The nature of the industry as service-based industry will have to consider the quality of service that they are providing. By providing excellent customer service, this industry will gain the reputation and profit. Globally, the practices of employee empowerment are taking different in forms. In the Accor group hotels, for example, empowerment has been used to describe the use of quality circles (Barbee & Boot, 1991), in McDonalds Restaurants, suggestion schemes (Bowen & Lawler, 1992), "Whatever it Takes" employee training programmes in Scott's Hotels (Hubrecht & Teare, 1993), employee involvement in devising departmental service standards in Hilton International Hotels (Hirst, 1992), semi-autonomous work groups and removal of levels of management in Harvester Restaurants (Pickard, 1993) and the delegation of greater authority to hotel general managers (Barry, 1993).
3
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1
: The role of the middle managers in hospitality industry is more challenging because
they have to constantly guide and monitor the practice of authority by employees. To achieve empowerment managers must be sure that employees at the lower hierarchical level have the
"right mix" of information (about processes, quality, customer feedback and events), knowledge of the work, the business and the total work system). Furthermore, power (to act and make decisions about all aspects of work), and rewards (tied to business results and growth in capability and contribution) to work autonomously or independently of management control and direction (Lawler, 1994).
There might be differences in the way the empowerment implemented from hotel to hotel because the hotels will have their own policies regarding the implementation of the empowerment. Even though the policy is exist but still the managers are facing the trouble in implementing the empowerment. This statement is very important in this study to identify the factors that might influence the involvement and the implementation of employee empowerment in hotels.
1.2 Statement of problem.
Changing from the tradition way of management to the new paradigm of empowerment will give a major impact on the role of the middle managers in their task. In the way of achieving high quality in service provided and the product produced the middle managers have to make sure that their subordinates are functioning according to their mission and vision to achieve the high quality in the service that they are providing.
Managers in today's content seem to be practicing autocratic concepts towards the employees. They are still demanding their staff to follow their rules and do not accept any of the changes that requires staffs own decision. Being the boss they are attempt to give orders to the staff rather than the staff practicing the new method of doing work. The new role, therefore, of the manager in empowerment is outlined by Block (1990) who states that, "If manager want to empower people - to get them to take responsibility for their own actions and the success of their own units. Managers have to give up some control, de-emphasize the power they have over people under them and acknowledge that while the captain may set the course, the engines drive the ship".
Most of the middle managers prefer the staff to do the task under the supervision of the leaders rather than the staff uses the own sense. Workers are treated as though they should only know their job responsibilities and shouldn't be involving in overall management system.
Regarding this, employees are being circled only in particular knowledge about the task given to them.
With this style of management how could workers today have the chance to become a part of the organization? The motivation that they belong to the organization will decrease if the old thinking is still playing it role in organization. Middle managers must learn to be visionary leaders who can provide an idea to which employees will want to dedicate themselves.
Achieving Total Quality Management (TQM) need a lot of efforts to implement it in an organization. There are list of elements that consist in implementing Total Quality Management.
One of it is EMPOWERMENT.
Though the managing people knew this statement and yet they are refusing to practice it. Studies shows that middle managers are fear to loose their power when they practice empowerment. The involvement of the middle managers will create a situation where the employee feel that their superior care for them.
They must change their ways of supervising and managing toward coaching, mentoring and facilitator. They also should be able to share the information and train the subordinates to be empowered. Are the middle managers in Malaysian hospitality industry
4
practice empowerme Thus, this study will empowerment in hOSI the implementation p are the individuals t management will k implementation. Iden managers to detect WI
1.3 Objectives c The objecti\' organization.
1.3.1 General obj The main pu of the middle manage 1.3.2 Specific obj
a) b) c) d) e)
Identify the empowerme Determine s years of seT\' Determine t
implementat Determine implementat Determine implementat 1.4 Statement 0
The followir 1.4.1 To determin the of impleI Ho 1 There is no
of their pew Ho 2 There is no !
term of their H03 There is ll{
qualification empowerme:
1.4.2 To determin participation
challenging because employees. To achieve
~ilfCllll'lcal level have the and events), knowledge (to act and make results and growth in
lU1lUl.L~<:;llll<:;'LU control and
1P1~~mc~nt(:d from hotel to implementation of the facing the trouble in study to identify the employee empowerment
the new paradigm of in their task. In the
concepts towards the do not accept any of the to give orders to the new role, therefore, of
"If manager want to and the success of power they have over
1I\,;IJ'Ul:)<:;. the engines drive
to implement it in an Quality Management.
are refusing to practice when they practice a situation where the toward coaching, lfolrm,aticm and train the hospitality industry
practice empowerment to make sure that they are moving towards to the world-class quality?
Thus, this study will investigate the list of factors that might influence the implementation of empowerment in hospitality. The perception of the middle managers will give a clear answer for the implementation process in hospitality industry in Malaysia. It seems that middle managers are the individuals that involve directly in the process of empowering employees and the management will know the area that should be concentrate more in the process of implementation. Identifying the most important element in an organization will help the middle managers to detect weak point in the management style of their current management.
1.3 Objectives of the study
The objective of the study explain the purpose of the study conducted in the selected organization.
1.3.1 General objective
The main purpose of this study is to identify the factors that influence the involvement of the middle managers towards the implementation of empowerment in the hospitality industry.
1.3.2 Specific objective a)
b) c) d) e)
Identify the perception of middle managers towards the implementation of empowerment
Determine selected demographic factors such as gender, academic qualification and years of service
Determine the relationship between communication of middle managers and the implementation of empowerment
Determine the relationship between coaching of middle managers and the implementation of empowerment
Determine the relationship between participation of middle managers and the implementation of empowerment
1.4 Statement of hypotheses
The following hypotheses are formulated based on the objectives of the study.
1.4.1 To determine if there is any difference in the perception of middle managers towards the of implementing empowerment in hotel, the null hypotheses are:
Ho I There is no significant difference between male and female middle managers in terms of their perception towards the implementation of empowerment.
Ho 2 There is no significant difference among middle managers of varied years of service in term of their perception towards the implementation of empowerment
Ho 3 There is no significant difference among middle managers of varied academic qualifications in terms of their perception towards the implementation of empowerment
1.4.2 To determine the relationship between factors such as communication, coaching and participation and the implementation of empowerment in hotel.
5
H04 There is no significant relationship between communication and the implementation of empowerment.
Ho 5 There is no significant relationship between coaching and the implementation of empowerment.
Ho 6 There is no significant relationship between participation and the implementation of empowerment.
1.5 Conceptual framework.
The purpose of this study is to find out whether the perception among middle managers towards the implementation of empowerment influenced by demographic characteristics such as gender, academic qualifications and years of service. In this case, the dependant variables are the implementation factors while the independent variables are the demographic characteristics.
This study also intends to find out whether if the implementation of empowerment is influenced by the factors such as communication, coaching and participation. Hence the implementation factors are the dependent variables and communications, coaching, participation are the independent variables. The relationship between demographic characteristics and the related factors, which influence the implementation of empowerment, illustrated in Figure 1.1
Independent Variables Dependant Variables
Demographic characteristics
• gender
• academic qualification
• years of service
Implementation of Empowerment in hospitality
industry Related factors
• Communication
• Coaching
• Participation
Figure 1.1 Conceptual frameworks showing the relationship between demographic characteristics and related factors, which influence the perception of middle managers towards implementation of empowerment in hotels.
1.6 Significance of study
This study will provide the perception of the middle manager towards the factors in implementing empowerment in hospitality. The finding of the study would help the management in the hotel industry to identify barriers that are stopping them to implement empowerment among the employee. The middle managers will have the chance to know the
At the same empowerment. The j
formal empowermen coaching, participati(
to achieve the high 1.7 Definition '
The followu 1.7.1 Perception Conceptual:
A belief or also an awareness oli Operational:
In this stud interpret about the opinion, and thou~
years of service so U1
1.7.2 Middle Mi Conceptual:
Middle mal new policies to a power.(Roethlisberg Operational:
They are t~
and other employees General Manager. Tl 1.7.3 Empowerll Conceptual:
Empowem the selection, devei<
channeling the orga and those of emplo}
Operational:
EmpoweriJ individual and tean actions in their dail) to theiir employee t(
the authority to maL
level of their involvement in the process of empowering employee.
6
the implementation of
the implementation of
the implementation of
among middle managers characteristics such as dependant variables are IInlJr:ulhic characteristics.
of empowennent is . . Hence the
JIIIlsn'ate:d in Figure 1.1
Dependant Variables
Implementation of in hospitality industry
characteristics and implementation of
towards the factors in study would help the them to implement the chance to know the
At the same time, the managers will have a clear picture about their thoughts about the empowerment. The findings of this study will give a guideline to the middle managers for the fonnal empowennent implementation. The finding of the relationship between communication, coaching, participation and the implementation will help the managers to overcome the barriers to achieve the high quality of service.
1.7 Definition of terms
The following definitions defined as they are used in the context of this study.
1.7.1 Perception Conceptual:
A belief or opinion that often held by many people and based on appearances. This is also an awareness of things through physical sense.(Cambridge Dictionary)
Operational:
In this study, perceptions refer to the way's middle managers perceive or think and interpret about the situations happen in workplace. This is based on their understanding, opinion, and thoughts. Middle managers are different in the way of demographic factor and years of service so that they may view in different view.
1.7.2 Middle Managers Conceptual:
Middle managers are seen as the agents of senior management who must introduce new policies to a cynical workforce while facing fears of redundancy and loss of power.(Roethlisberger, 1945)
Operational:
They are the individuals that plan, organize and lead the activities of the supervisors and other employees. They also co-ordinates the activities of their department and reports to the General Manager. They involve in the implementation of the hotel's policy.
1.7.3 Empowerment Conceptual:
Empowennent is the effective application of an organization's vision and mission to the selection, development and utilization of their total human resource asset. Empowerment is channeling the organizational culture in such a way that the aims and goals of the organization and those of employees are not in conflict. (Ripley and Ripley, 1993)
Operational:
Empowering others is a vital element of the modem business environment where individual and teams are given more authority and responsibility to make decisions and take actions in their daily job. In this study, empowennent refers to the power given by the managers to their employee to be competent to do his work, make their work more meaningful, and has the authority to make decisions at work.
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1
. 1.7.4 Communication
Conceptual:
Successful applications of empowennent depend on management commitment and continual communication of infonnation. Without infonnation, people cannot possibly act responsibly whereas if they are infonned, they are almost compelled to act with responsibility (Randolph,1995)
Operational:
Effective communication will assist in the current direction of organizations into self
directed or self-managed work teams. Communication includes the infonnation sharing in a organization which will make the others alert to what is going on in the management. This refers to the pattern of directions, which flow from the middle manager to their employees. This includes the infonnation sharing process and the boundaries in giving authority.
1.7.4 Coaching Conceptual:
Coaching is a process used to encourage employees to accept responsibility for their perfonnance, enable them to achieve and sustain superior perfonnance, and treat them as a partner in working towards organizational goals.( DeSimone, 1998)
Operational:
This is a process whereby a manager involves in supporting an employee to put in practice his knowledge and skill in an effective manner to ensure better job perfonnance.
1.7.5 Participation Conceptuai:
Empowered employees characterize employee participation in decision-making while lack of participation is a characteristic of disempowennent (K.ahnweiler, 1991)
Operational:
This refers to the process of the involvement of both employee and manager in contributing idea and making decision regarding matters that includes job perfonnance. This also indicates the collaboration of employee and employer, which shows the empowennent process-taking place.
1.7.6 Training Conceptual:
In order to achieve the type of empowered, flexible teams and individuals that a postmodern organization needs, a great deal of training is required if only to break away from the previous ways of working and create new mental models. (Coulson-Thomas, 1997)
\\
Operational:
In this study, trammg refers to the effort of the employer to ensure the learning progress of the employee does give impact in improving the job perfonnance and also to indicate that the employee are empowered. The type of training that can be included is on-the
job training or off-job training.
8
1.7.7 Reward Conceptual:
Rewards er providing individual
Operational:
In this stu(
employee as an ind This also illustrates
1.7.8 Leadershi) Conceptual:
Employee supportive fonns of
Operational:
This refers accordingly to achi building up a dynan 1.8 Limitatioll While the : assumption of the Meanwhile the stud other hand, the Stul empoweri:1g, thus involvement was pe
There is CI
veTbal session rega satisfy the need of t study carried on e compared and anal)
~g·ement commitment and cannot possibly act act with responsibility
of organizations into self
information sharing in a in the management. This to their employees. This authority
responsibility for their and treat them as a
an employee to put in job performance.
in decision-making while 1991)
and manager in job performance. This shows the empowerment
and individuals that a if only to break away from
Thomas, 1997)
to ensure the learning performance and also to can be included is on-the
1.7.7 Reward Conceptual:
Rewards enhance empowerment by recognizing and reinforcing individuals skills and providing individuals with incentives for participation. (Lawler, 1992 )
Operational:
In this study, it refers to the incentive that the middle managers would give to the employee as an inducement that will be an encouragement to the employee to perform well.
This also illustrates the fair return to the task that was carried out by the employee.
1.7.8 Leadership style Conceptual:
Employee cooperation and the interdependence of their daily task is prompted by supportive forms of leadership. (Bass, 1990)
Operational:
This refers to the leading ability of the manager in leading the team to perform accordingly to achieve the mission. This also includes the performance of the manager in building up a dynamic team.
1.8 Limitations of the study
While the study was carried in the particular 4 and 5 star hotel in Penang, it is just an assumption of the valid findings of the research and would only cover the particular place. Meanwhile the study would be more complete if the location of the study is expended. On the other hand, the study refers to the middle managers whom, were found as a main source of empoweri:tg, thus the study would be enough comparative if the top-level managements involvement was penalized.
There is complication in this study whereby the involved hotels does not allow any verbal session regarding this study. Besides that the participation of the hotels, even though satisfY the need of the study but it would be efficient if well cooperation were given. The lack of study carried on empowerment practices in Malaysia, makes the study are unable to be compared and analyzed.
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CHAPTER 2 LITERATURE REVIEW
2.0 Introduction
This chapter will consist of the different definitions of empowennent, reasons for empowering employees, effects of empowennent and management role influence empowennent. Related studies on empowennent also will be discussed in this chapter.
2.1 Definition of Empowerment
In the emerging literature of empowennent some themes can be identified:
empowennent is individual and personal; it engages the employee at the level of emotion; it is about discretion, autonomy, power and control; and it is about responsibility, conunitrnent and enterprise. Different people define empowennent differently.
According to Van Outdtshoom and Thomas (l993), feelings of empowennent will involve both the objective facts of what an individual is authorized to do and the subjective feelings of energy and ability- "having a sense of power."
Empowennent can be seen as the most recent manifestation of the idea that employee involvement is the means by which an organization and its perfonnance can be transfonned.
This was claimed by Cunningham (l996) & Wilkinson (l998). The purpose of employee empowennent is not only to ensure that the right employees make effective decisions but also to provide a mechanism by which responsibility for those decisions is rested in individuals and teams (Ford and Fottler, 1995)
Meanwhile, Spreitzer (1995) had defined empowennent as increased motivation in four cognitions, which is, a sense of meaning that refers as 'work is important to the employees;
they care about what they are doing. Then a sense of self-detennination refers, as employees feel free to choose how to do work; they are not "micromanaged". Followed by, a sense of competence explains on how employees feel confident about their ability to do work; they know they can perfonn. Finally sense of impact shows the employees' feel that they have influence in their unit; people listen to their ideas.
Randolph (1995) states that empowennent is recognizing and releasing into the organization the power that people already have their wealth of useful knowledge and internal motivation. Besides that, the definition for empowennent have been stated as a sharing of information about the organization's perfonnance, reward based on the organization's perfonnance, knowledge that enables employees to understand and contribute to organizational perfollDaIlce and power to make decisions that influence organizational direction and sharing.
Basically this is referred as sharing of infonnation with front line employees is regarded as important so that the employees understand the context in which they work.
Berry (l995) states that empowennent is a state of mind. An employee with an empowered state of mind experiences feelings of:
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·
' I. Control over how the job shall be performed
2. Awareness of the context in which the work is performed 3. Accountability for personal work output
4. Shared responsibility for unit and organizational performance.
5. Equity in the rewards based on individual and collective performance.
The views of the different people produced different way of defining empowerment.
Rothstein (1997) described empowerment from the team concept as an act of building, developing and increasing power through cooperating, sharing and working together. Where else Reynolds (1997) defined empowerment as giving employees the opportunity to manage them and make the own decisions. According to Tschohl (1997) true empowerment means the employees can bend and break rules to do whatever is necessary to take care of the customer.
Troyer (1997) thinks that empowerment is the "wisdom to know what to do, the will to do what needs to be done, and the wherewithal to do it".
According to Handy (1994) "Empowerment" is not an entirely satisfactory term, for it implies giving away power by someone on high who could later take it away. Power should rest further out from the central coordination of the organization and should be taken back only as a last resort. Reengineering inevitably leads to empowerment of individuals and self-directing teams because executing whole processes requires people to think, interact, use their judgment, and make decisions (Hammer & Champy, 1993).
Others, however, define empowerment more in terms of transfer of decision-making power from one, usually more senior group (manager or trainer), to another. It also requires that the person be helped to take on the new power for him or herself (Matthews and Banfield, 1999).
2.2 The Behavioral view of empowerment.
There are some theories that related to empowelment and referred in this study.
2.2.1 Personal Development
Modern Psychological and Sociological theories support the idea of work as a mean of personal development (O'Brien,1986). This concept is important in self-actualization theories.
These theories are illustrated by a belief that a dominant motive for human behavior is the drive to express individual's skills and capacities fully. If work task allow people to use their skills, make responsible decisions, and learn new skills their intellectual capacity and life satisfaction will grow, and they develop a healthy self-esteem and a sense of personal control. Thus, the basic assumption of self-actualization theorists is that people become what they do (O'Brien, 1986)
2.2.2 Motivation theories
Maslow's need hierarchy theory proposed that people arrange their need into a hierarchy of prepotency (Maslow, 1970). As needs lower in the hierarchy were essentially satisfied higher level needs become dominant. At the top of the hierarchy were self-actualization needs to desire to become all that one is capable of being, developing to one's fullest potential.
When seeing to motivate employees, needs low in the hierarchy (physiological needs) could be satisfied by conditions such as good pay and security from dismissal. Higher-level need (psychological needs) for example self-actualization can be satisfied by conditions like praise
11
like praise and recogni one's work. The basic c·
Alderfer (197:
existence needs, related:
meaningful social relati most relevant for empo improve work perforrr conducive for involvem 2.2.3 Equity theory Adams (1963) the ratios are not equa cogitative tendencies, SI
contributions . Equity t be able too satisfy the e Other motivat development through s empowerment is design 2.2.4 Leadership th Several leader adopt lenient style (p autonomy in carrying 1987). The degree of individuals involved.
Other theories overcoming resistance to influence behavior.
involvement in given si 2.3 Expectation/a Some theories too far but that it create destruction unless it is I
2.3.1 Psychological Psychological that make up the emp employee and employe party's contribution t organization creates eJ success of the effort aspirations grow (Mar(
are beliefs of entitlem degree of empowermer
