An Empirical Study of Empowerment in the Workplace

Abstract

Empowerment in the workplace was developed and practiced in the 1950s and 1960s. Recent forces in the business community, such as globalization, skilled staff shortages, and the need for innovation and productivity have added momentum to the search for ways to survive. Despite limited empirical evidence, empowerment has been advocated as a promising solution. This study evaluates the effect of a controlled introduction of empowerment, with reference to power, managerial functions, leadership styles, and employee motivation. Data from 81 employees who were formally empowered were compared with 90 individuals in a control group. Results provided minimal support for the positive influence of empowerment. The disruptive nature of corporate downsizing that occurred during the introduction of empowerment may have nullified its effect.

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