THE IMPACTS OF EMPLOYEE EMPOWERMENT ON JOB SATISFACTION IN SAROVA HOTELS IN KENYA ....A PERFECT GUIDE TO YOUR THESIS WRITING (100% TRANSPARENCY)

THE IMPACTS OF EMPLOYEE EMPOWERMENT ON JOB SATISFACTION IN SAROVA HOTELS IN KENYA ABSTRACT The purpose of this study was to establish the extent of employee empowerment and determine the relationship between employee empowerment and job satisfaction in Sarova Hotels in Kenya. The research design was a descriptive study and the questionnaire was used to collect data on job satisfaction as well as employee empowerment. The data collected were analyzed through regression analysis. The study covered 136respondents employed at Sarova Hotels in Kenya. From the results of the study, the respondents agreed that the concept of empowerment existed in the organization. The majority agreed they are confident in the leadership of the company, a fact that leads to job satisfaction. The respondents also agreed that their work gave them feelings of personal accomplishment while a significant number out rightly said they were satisfied employees. The study recommended that Management should use empowerment as a tool to improve the employer-employee relationships by creating confidence and enabling the employees to contribute fully to the organization. CHAPTER ONE INTRODUCTION 1.1. Background of the Study Entrepreneurs, managers, and researchers in the field of management regard the employee as the major resource bringing competitive advantage to establishments, and they are of the opinion that the involvement and empowerment of employees is key to the success of establishments (Siegall & Gardner, 2000). A new way of management is employee empowerment or participative management involving the people responsible for the work processes and quality starts where people who know the processes best are. Allowing employees to have independence and feedback within the organization is what makes the empowerment process successful. Studies conducted on employee empowerment reveal that it gives rise to organizational commitment (Han, 2009; Kim, 2002; Sigler and Pearson, 2000; Spreitzer and Mishra, 2002), motivation (Caudron, 1995; Janssen et al., 1997), performance (Sigler and Pearson, 2000) and customer satisfaction (Chebat and Kollias, 2000). Employee empowerment does not mean that management abandons its responsibility of performance or for leading the organization. Rather, in an employee empowered company, management's responsibility comes to create and foster an environment in which it is apparent that employee input is desired and cultivated. The management must trust and communicate with employees. Empowerment is more correlated with the Theory Y style of management, which was advanced by Douglas McGregor in 1960. With Theory Y, leaders have a more optimistic view of the ability to get good work from employees. This belief makes them more likely to implement empowerment than Theory X leaders who are less trusting of worker capabilities. Among the content theories of motivation (Herzberg, 1959) theory emphasizing the motivator-hygiene factors sought to explain satisfaction and motivation in the organization. The theory focuses on outcomes of satisfaction and dissatisfaction. The theory further found that certain aspects of a job cause satisfaction and therefore motivation, but certain aspects caused job dissatisfaction. Herzberg explained that the factors that lead to satisfaction or to dissatisfaction are different. This theory states that job satisfaction and dissatisfaction are a product of different factors – motivation and hygiene respectively.