AN ASSESSMENT OF THE IMPACT OF EMPOWERMENT AND DELEGATION ON EMPLOYEE MORALE AND PRODUCTIVITY (A CASE STUDY OF JULIUS BERGER PLC)
TABLE OF CONTENT
CERTIFICATION
DEDICATION
ACKNOWLEDGEMENT
ABSTRACT
INTRODUCTION
CHAPTER ONE
1.1 BACKGROUND OF THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 RESEARCH QUESTIONS
1.4 OBJECTIVE OF THE STUDY
1.5 SIGNIFICANCE OF THE STUDY
1.6 STATEMENT OF HYPOTHESIS
1.7 SCOPE OF THE STUDY
1.8 DEFINITION OF TERMS
2 DELEGATION
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
2.2 THEORETICAL FRAMEWORK
2.2.1 Hierarchy of needs theory
2.2.2 Three-Need Theory
2.2.3 Theory-X - theory-Y
2.3 CONCEPTUAL FRAMEWORK
2.3.1 Employee Teamwork
2.3.2 Employee Satisfaction
2.3.3 Employee Participation
2.3.4 Employee Performance
2.4 EMPIRICAL FRAMEWORK
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
3.1 RESEARCH DESIGN
3.2 AREA OF THE STUDY
3.3 POPULATION OF THE STUDY
3.4 SAMPLE OF THE STUDY
3.5 INSTRUMENT FOR DATA COLLECTION
3.6 RELIABILITY AND VALIDITY OF INSTRUMENT
3.7 TECHNIQUES OF DATA ANALYSIS
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS, AND INTERPRETATION
CHAPTER FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
5.2 CONCLUSION
5.3 RECOMMENDATIONS
REFERENCES
APPENDIX
QUESTIONAIRE ADMINISTRATION
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Empowerment is a management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance. Empowerment is based on the idea that giving employees skills, resources, authority, opportunity, motivation, as well holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction. Empowerment is the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes. Central to this process are actions that both build individual and collective assets and improve the efficiency and fairness of the organizational and institutional context which govern the use of these assets. Delegation involves. General: Grant of authority by one party (the delegator) to another (the delegate) for the agreed purpose(s). Under the legal concept of vicarious liability, the delegator remains responsible for the delegate's acts or omissions in carrying out the purpose of the delegation. Agency: Transfer of an agent's right to act for the principal (such as from a contractor to a sub-contractor) that can take place only with the permission of the principal, where it is customary, or where it is necessary for the performance of the entrusted duty.Management: Sharing or transfer of authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee subordinate. Delegation occurs when someone with authority confers upon another person the power to do a particular task. Delegation is usually a one-way street - superiors delegate authority to subordinates. However, the ultimate responsibility for task completion usually remains the responsibility of the person who delegated the authority to complete it. For example, if your boss delegates a task to you, she is likely still ultimately responsible for making sure that task is accomplished.
To delegate means to choose or elect a person to act as a representative for another. To empower someone means to give power or authority to someone else. Do you hear the difference? To delegate something to someone is to only give them enough leash to act on your behalf, as you would for yourself. To empower another means you give them enough power and authority to act on their own behalf. This is not good versus bad. There is a proper time for delegation. I can think of two: when someone is truly new to the ways of leadership and in times of crisis. When someone is cutting their teeth on leadership then you want to teach them how to handle responsibility. It is the principle of seeing if they will be faithful in little so that they might grow into being faithful with much. In times of crisis, there needs to be an authoritative decision-maker and those who are willing to simply carry out those decisions to meet the critical need of the moment. But these two scenarios leave a lot of opportunity for empowerment. In my mind, there are three critical aspects to empowerment. To truly empower someone you must grant them authority, you must give them proper resources, and you must hold them accountable to organizational values and principles. They have to have enough authority to make some significant and important decisions. You have to give power away. They have to have resources that are truly theirs to steward. People, money, and tools. Yet it is not free for. There should be an accountable aspect that helps them stay within the playing field of organizational boundaries. You tell them the “what” but the “how” is left up to them. They have to have enough of all three things to truly have the freedom to fail on their own efforts–and learn. While there is a proper time for both things I am pushing the action point towards empowerment. Here are some reasons why: Delegation largely raises up followers-empowerment raises up leaders. Delegation is less work for you in the short run-empowerment is more work for you in the short run. Delegation is more work for you in the long run-empowerment is less work for you in the long run. Delegation keeps you in the center of leadership activity-empowerment places someone else at the center of leadership activity. Delegation ensures that you are your own leadership legacy, for good or for bad. Empowerment ensures that more leaders are your leadership legacy, which is almost always good. The research, therefore, seeks to evaluate the impact of empowerment and delegation on employee morale and productivity
1.2 STATEMENT OF THE PROBLEM
Delegation occurs when someone with authority confers upon another person the power to do a particular task. Delegation is usually a one-way street - superiors delegate authority to subordinates. However, the ultimate responsibility for task completion usually remains the responsibility of the person who delegated the authority to complete it. For example, if your boss delegates a task to you, she is likely still ultimately responsible for making sure that task is accomplished. Empowerment is the management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance. Empowerment is based on the idea that giving employees skills, resources, authority, opportunity, motivation, as well holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction.
The notion is that whether it is empowerment or delegation the employee is given the opportunity to take responsibilities and participate in matters affecting them such as goal setting, decision making, program planning, etc. It gives them a sense of commitment and being wanted, moreover, it gives them the opportunity to explore problems and offer solutions, builds their capacity and sense of maturity.
However many organizations do not view empowerment and delegation as vital tools in organizational development and progress.
The result is that employees remain stagnant, immature, and unable to take initiative when their immediate boss is not around
The employee productivity level is affected. Therefore the problem confronting this research is an assessment of the impact of empowerment and delegation on employee morale and productivity with a case study of Julius Berger Plc.
1.3 RESEARCH QUESTIONS
1. What is the nature of empowerment and delegation?
2. What is the impact of empowerment and delegation on employee morale and productivity?
3. What is the impact of empowerment and delegation on employee morale and productivity in Julius Berger Plc?
1.4 OBJECTIVES OF THE RESEARCH
1. To determine the impact of empowerment and delegation on employee morale and productivity.
2. To determine the impact of empowerment and delegation on employee morale and productivity in Julius Berger Plc.
1.5 SIGNIFICANCE OF THE STUDY
The study shall expound on the nature of empowerment and delegation. It shall project the impact of empowerment and delegation on employee morale and productivity. It shall also serve as a source of information to managers and institutions.
1.6 STATEMENT OF THE HYPOTHESIS
1. Ho: Employee morale and productivity in Julius Berger is low.
Hi: Employee morale and productivity in Julius Berger is high.
2. Ho: Empowerment and delegation are not significant in Julius Berger Plc.
Hi: Empowerment and delegation is significant in Julius Berger Plc
3 H0: Impact of empowerment and delegation on employee morale and productivity is low.
Hi: The impact of empowerment and delegation on employee morale and productivity is high.
1.7 SCOPE OF THE STUDY
The study focuses on the assessment of the impact of empowerment and delegation on employee morale and productivity with a case study of Julius Berger Plc.
1.8 DEFINITION OF TERMS EMPOWERMENT
Empowerment is a management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance. Empowerment is based on the idea that giving employees skills, resources, authority, opportunity, motivation, as well holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction. Empowerment is the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes.
DELEGATION
Delegation involves a general grant of authority by one party (the delegator) to another (the delegate) for the agreed purpose(s). Under the legal concept of vicarious liability, the delegator remains responsible for the delegate's missions in carrying out the purpose of the delegation. Agency: Transfer of an agent's right to act for the principal (such as from a contractor to a sub-contractor) that can take place only with the permission of the principal, where it is customary, or where it is necessary for the performance of the entrusted duty.Management: Sharing or transfer of authority and the associated responsibility, from an employer or superior (who has the right to delegate) to an employee subordinate. Delegation occurs when someone with authority confers upon another person the power to do a particular task. Delegation is usually a one-way street - superiors delegate authority to subordinates. However, the ultimate responsibility for task completion usually remains the responsibility of the person who delegated the authority to complete it. For example, if your boss delegates a task to you, she is likely still ultimately responsible for making sure that task is accomplished.
Effectiveness: A duty has effectiveness characteristics that an individual considers effective in achieving the goals. In other words, one must believe that doing his job duties affects one achieving goals. People who are strong in their effectiveness do not believe in limitation in their career ability through outer barriers, but they believe that barriers can be controlled. They feel 'active control' and make the environment in line with their wills.
Merit: Merit is a person’s ability to perform the assigned duties successfully In other words the individual believes
that he has the expertise, competence, and ability to perform the job successfully If a person can perform his duties skillfully, he affects positively on his feeling.
Significance: If one considers its job valuable, the duty will have a significant feature. In fact, significance means the match between the requirements of the role and job and beliefs, values, and individual behaviors. Regardless of organizational constraints, people tend to strive for achieving their goals that are significant
The right of election: It means the freedom of workers to determine the activities necessary for performing job duties.
When people perform job duties voluntarily, they feel that they have the right to election in labor. In these circumstances, their activities result from freedom and personal authority (Nazari and Omid, 2010).
.