Employee empowerment: a key to tourism success.

2009 ◽  
pp. 493-509 ◽  
Author(s):  
J. E. Timmerman ◽  
R. S. Lytle
Keyword(s):  
Employee Empowerment

What determines the adoption of employee empowerment practices by MNE subsidiaries in China?

2020 ◽  
Vol 14 (4) ◽  
pp. 871-894
Author(s):  
Yishuai Yin
Keyword(s):  
Multinational Enterprises ◽  
Design Methodology ◽  
Large Body ◽  
Employee Empowerment ◽  
Institutional Factors ◽  
Hierarchical Regression ◽  
Content Type ◽  
Hrm Practices ◽  
Institutional Forces ◽  
Mne Subsidiaries

Purpose This paper aims to explore how institutional factors determine the adoption of employee empowerment practices by multinational enterprises (MNEs) subsidiaries in China. Design/methodology/approach This paper examines the effects of MNE subsidiaries’ external and internal institutional factors on the degree of employee empowerment practices adopted by these subsidiaries. Using hierarchical regression analysis, hypotheses were tested with a sample of 99 MNE subsidiaries operating in China. Findings The results show that both the informal institutions of the host country and the subsidiary’s characteristics play an important role in shaping the degree of empowerment practices adopted by MNE subsidiaries in China. Originality/value Employee empowerment practices have been increasingly used by MNEs to leverage human resources for organizational competitive advantage. Although a large body of work has studied a bundle of HRM practices as a whole adopted in MNE subsidiaries, there is a paucity of research on the specific empowerment practices in MNE subsidiaries. This research fills this important gap in the literature by investigating the institutional forces that influence the empowerment practices in MNE subsidiaries in China.

scholarly journals Meetings as a positive boost? How and when meeting satisfaction impacts employee empowerment

2016 ◽  
Vol 69 (10) ◽  
pp. 4340-4347 ◽  
Author(s):  
Joseph A. Allen ◽  
Nale Lehmann-Willenbrock ◽  
Stephanie J. Sands
Keyword(s):  
Employee Empowerment ◽  
Meeting Satisfaction

THE DEVELOPMENT DESIGN MODEL IN THE COMPETITIVENESS OF INTELLIGENT BUSINESS ORGANISATIONS

2007 ◽  
Vol 14 (2) ◽  
pp. 271-280
Author(s):  
Christian Stipanović ◽  
Suzana Bareša
Keyword(s):  
High Growth ◽  
First Century ◽  
Design Model ◽  
Employee Empowerment ◽  
Past Century ◽  
Value System ◽  
Business Organisation ◽  
System A ◽  
New Development ◽  
New Generation

Croatian hotel and tourism companies are failing to keep abreast of modern tourism trends in the globalised marketplace of the twenty-first century. The imperative is to innovate the development design model based on a new value system. A precondition to success is transforming sluggish, inert companies that live according to the mindset of the past century into high-growth intelligent organisations capable of actively creating the future.The intelligent business organisation, founded on a new generation of managers, employee empowerment, software solutions and expert systems, needs to manage data and information to generate new development trends. The aim is to valorise intellectual capital and information in making innovations and creating new solutions in order to be able to stand up to rivals and more fully meet the needs of clients.

scholarly journals The relation between conscientiousness, empowerment and performance

2007 ◽  
Vol 5 (2) ◽  
pp. 62 ◽  
Author(s):  
Riëtte Sutherland ◽  
Gideon P. De Bruin ◽  
Freddie Crous
Keyword(s):  
Information Technology ◽  
Job Performance ◽  
Customer Service ◽  
Employee Empowerment ◽  
Information Technology Professionals ◽  
Curvilinear Relationship ◽  
Social Desirability Scale ◽  
And Performance ◽  
The Relationship ◽  
Service Engineer

This study examined the relationship between conscientiousness, empowerment and job performance among information technology professionals. An Employee Empowerment Questionnaire (EEQ), a Conscientiousness Scale and a Social Desirability Scale were administered to 101 information technology customer service engineers. Managers completed a Performance Evaluation Questionnaire (PEQ) for each customer service engineer. The results indicated a significant relationship between conscientiousness and empowerment. A curvilinear relationship was found between empowerment and performance. The practical and theoretical implications of the findings are discussed.

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