Factors Affecting Delegation Authority toward Employees Performance

  • Adnan Alhosani FPTP, Universiti Tun Hussein Onn Malaysia, Parit Raja, Johor, Malaysia
  • Rosman Md Yusoff PPUK, Universiti Tun Hussein Onn Malaysia, Parit Raja, Johor, Malaysia
  • Fadillah Ismail FPTP, Universiti Tun Hussein Onn Malaysia, Parit Raja, Johor, Malaysia
  • Fazal Ur Rehman COMSATS Institute of Information Technology, Attock Campus, Pakistan

Abstract

Employees are the key asset of every organization and their performance can influence the goals and objectives of organizations in a positive or negative way. The aim of this study is to develop a theoretical framework in relations to examine the effects of employee’s satisfaction and participation, delegation authority and empowerment on employee’s performance in UAE organizations. Specifically, to get an in-depth understanding of the linkage between delegation authority and employees performance with emphasize on (employee participation and employee satisfaction). This study is only limited to Dubai organizations and future research may be conducted in other countries as well as can assess the moderating role in the defined variables. By integrating employee’s satisfaction and participation, delegation authority and empowerment, and employee’s performance literature, the main contribution of this paper is the analysis of defined variables in Dubai organizations with emphasize on new challenges and to boost up the gap of relevant literature.

Downloads

Download data is not yet available.

References

Al-Jammal, I., Al-Khasawneh, J. A. & Hamadat, A. M. (2015). The impact of the delegation of authority on employees’ performance at great IRBID municipality: Case study. International Journal of Human Resource Studies, 5(3), 61-72.
Anyadike, N. O. (2013). Human resource planning and employee productivity in Nigerian public organization. Global Journal of Human Resource Management, 1(4), 56-68.
Al Ali, J. (2008). Emiratisation: Drawing UAE nationals into their surging economy. International Journal of Sociology and Social Policy, 28(9), 365–379.
Al-Asfour, A. & Khan, S. A. (2014). Workforce localization in the Kingdom of Saudi Arabia: issues and challenges. Human Resource Development International, 17(2), 243–253.
Armstrong, M. & Baron, A. (2005). Managing performance: Performance Management in Action. London, UK: Chartered Institute of Personnel and Development.
Bhatti, K. K., Nawab, D. S. & Akbar, D. A. (2011). Effect of direct participation on organizational commitment. International Journal of Business and Social Science, 2(9), 15-23.
Eddie, S. (2002). Don't be afraid to delegate. Department of Public Administration and Development Studies, University of South Africa, 21(2), 66-79.
Gallup, Q12 Meta-Analysis Report. (2016).
Glaser, J. E. (2005). Creating wealth: Change I-Thinking to We-Thinking & Build a Healthy, Thriving Organization. Avon, USA: Platinum Press. Grimaldi, L. (2005). Study proves recognition pays off. Meetings & Conventions. 30-40. Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Management Journal, 44(1), 180-190.
Harry, W. (2007). Employment creation and localization: the crucial human resource issues for the GCC. International Journal of Human Resource Management, 18(1), 132–146. Harter, J. K., Schmidt, F. L. & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of applied psychology, 87(2), 268.
Hashim, T., Ahmed, A. & Jaradat, N. (2013). The impact of structural empowerment in achieving psychological empowerment in the Jordanian public organizations. Journal of Hebron University for Research, 8(1), 44-56.
Sabri, Socio-cultural values and organizational culture, H. A. & Becker, K. (2004). Islam and Business, 123-45, New Brunswick, NJ: Haworth Press.
Sabri, H. A. (2012). Re-examination of Hofstede’s work value orientations on perceived leadership styles in Jordan, International Journal of Commerce and Management, 22(3), 202-218. Heathfield, S. M. (2012). Training: Your investment on people development and retention. Human Resource Journal, 56(2), 12-17. Huselid, M. A. & Becker, B. E. (2005). The workforce scorecard: Managing human capital to execute strategy. Harvard Business Review Press.
Inuwa, M. (2016). Job Satisfaction and Employee Performance: An Empirical Approach. The Millennium University Journal, 1(1), 2016.
Irawanto, D. W. (2015). Employee participation in decision-making: evidence from a state-owned
enterprise in Indonesia, Management, 20(1), 159-172.
Islam, M. (2016). The impact of employee empowerment on employee satisfaction and service quality: empirical evidence from financial enters prizes in Bangladesh, Business: Theory and Practice, 17(2), 178–189.
Izak, W. D. (2008). A critical analysis of factors that influence employee work performance. Department of Master of Business Administration, South Africa, 1-192.
Jackman, J. M. & Strober, M. H. (2005). Fear of feedback. In: Harvard Business Review on Appraising Employee Performance. USA: Harvard Business School Publishing Corporation, 29–46.
Johnson, M. (2004). The new rules of engagement: Life-work Balance and Employee Commitment. London: Chartered Institute of Personnel and Development.
Khan, T. I., Jam, F. A., Akbar, A., Khan, M. B. & Hijazi, S. T. (2011). Job involvement as a predictor of employee commitment. International Journal of Business and Management, 6(4), 252-262.
Kiiza, P. & Picho, E. O. (2015). Delegation and staff commitment in the school of finance and banking in Kigali, Rwanda: An empirical study. Global Journal of Commerce and Management Perspective, 4(3), 50-54.
Kombo, B. W., Obonyo, G. O. & Oloko, M. (2014). Effects of the delegation on employee performance in savings and credit cooperative societies in Kisii County, Kenya. The International Journal of Business and Management, 2(7), 22-31. Laurie, J. M. (2010). Management and Organizational Behavior FT Prentice Hall.
Meyerson, G. & Dewettinck, B. (2012). Effect of Empowerment on Employees Performance. Advanced Research in Economic and Management Sciences, 2, 40-46.
Oluwakemi, A. O., Michael, O. & Tunde, E. (2011). Enhancing employees’ commitment to organization through training. International Journal of Business and Management, 6(7), 280-286. Patterson, M., Warr, P. & West, M. (2004). Organizational climate and company productivity: The role of employee affect and employee level. Journal of Occupational and Organizational Psychology, 77(2), 193-216. Richard, P. J., Devinney, T. M., Yip, G. S. & Johnson, G. (2009). Measuring organizational performance: Towards methodological best practice. Journal of management, 35(3), 718-804.
House, R. J., Javidan, M. & Dorfman, P. (2001). Project GLOBE: An introduction, Applied Psychology: An International Review, 50(4), 489-505.
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W. & Gupta, V. (2004). Culture, Leadership and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks, CA: Sage.
Saha, S. & Kumar, S. P. (2017). Influence of participation in decision making on job satisfaction, group learning, and group commitment: empirical study of public sector undertakings in India. Asian Academy of Management Journal, 22(1), 79–101.
Salih, A. (2010). Localizing the private sector workforce in the Gulf cooperation council countries: A study of Kuwait. International Journal of Public Administration, 33(4), 169–181.
Saremi, H. (2015). Empowerment as a New Approach in the Management, Proceedings of the International Conference on Global Business, Economics, Finance and Social Sciences (GB15_Thai Conference) ISBN: 978-1-941505-22-9 Bangkok, Thailand, 20-22 February 2015 Paper ID: T567.
Sowmya, K. R. & Panchanatham, N. (2011). Factors influencing job satisfaction of banking sector employees in Chennai, India. Journal of Law and Conflict Resolution, 3(5), 76-79.
Taktaz, Behzad., Shabaani, Sedigheh., Kheyri, Atefeh Rahemipoor Mahdieh. (2012). The Relationship between Psychological Empowerment and Performance of Employees, SINGAPOREAN Journal of business economics, and management studies, 1(5), 19-26. Tuuli, M. M. & Rowlinson, S. (2010). An exploratory study of the contextual meaning and consequences of empowerment in project teams.
Walker, G. B. (2007). Public participation in participatory communication in environmental policy decision-making: From concepts to structured conversations. Environmental Communication, 1, 99–110. Whitman, D. S., Van Rooy, D. L. & Viswesvaran, C. (2010). Satisfaction, citizenship behaviors, and performance in work units: A meta‐analysis of collective construct relations. Personnel Psychology, 63(1), 41-81.
Published
2019-01-27
How to Cite
ALHOSANI, Adnan et al. Factors Affecting Delegation Authority toward Employees Performance. Journal of Social and Development Sciences, [S.l.], v. 9, n. 4, p. 43-48, jan. 2019. ISSN 2221-1152. Available at: <https://ifrnd.org/journal/index.php/jsds/article/view/2690>. Date accessed: 23 mar. 2019. doi: https://doi.org/10.22610/jsds.v9i4(S).2690.
Section
Research Paper