The Level of Empowerment Behavior among Employees: The Saudi Banks Context
Keywords:Banks, Employee behavior, Empowerment, Saudi Arabia
The purpose of this study is to provide a contribution to the existing body of knowledge concerning the level of employeesâ€™ empowerment among bank employees. Considering the current competitiveness found in the different economic sectors, especially in commercial banks, the survival and excellence in this sector heavily relies on banks' flexibility and ability to adapt in the marketplace by adopting empowerment among employees able to increase their competitive advantage. This study may provide useful information for managers working in human resource management to develop training programs for high and middle managers to delegate their authority to employees. Furthermore, the study may provide some invaluable information about empowerment behaviors in the banking sector, and this may help in creating an organizational environment that increases creativity, especially in commercial banks that are always seeking excellence. The research was carried out by administering a structured questionnaire to 114 staff members of Al Rajhi Bank in the Kingdom of Saudi Arabia. The study questionnaire was adapted from previously conducted research. The results showed that participation in decision-making, implementing team management, and training and education of employees were at high level. However, delegation of authority and creating a supportive culture were at moderate level among employees.. There were several recommendations and suggestions made for additional research.
Abuzaid, A. (2018). Employeesâ€™ empowerment and its role in achieving strategic success: A practical study on Jordanian insurance companies. Jordan Journal of Business Administration, 14(4), 641-660.
Afaneh, J. and Aldoghan, M. (2020). Employees empowerment as a managerial method and its impact on creative behavior: An applied study on the Saudi commercial banks in eastern province, Saudi Arabia. University of Sharjah Journal of Humanitarian and Social Sciences, 18(1), 222-267.
Aggarwal, R., and Ranganathan, P. (2019). Study designs: Part 2â€“descriptive studies. Perspectives in clinical research, 10(1), 34-36.
Aldarabseh, W. M. (2020). Popularity of Islamic Banks in Saudi Arabia as Tracked by Google Trend. COMSATS Journal of Islamic Finance, 5(1), 1-13.
Al-Karbouli, H. (2019). The role of administrative empowerment in promoting creative behavior: An exploratory study of a sample of top management on the general directorate of education of Anbar province. AL-Anbar University Journal of Economic and Administration Sciences, 11(24), 256-293.
Al-Mbaideen, M. and Al-Tarawneh, M. (2011. The effect of administrative improvement the innovative level of employees, working in Jordanian commercial banksâ€™, Dirasat: Administrative Sciences, 38(2), 480-505.
Al-Rmehy, T. (2011). Job empowerment and its impact on organizational trust among employees of government health centres in Bahrain. (Unpublished Master Thesis, Delmon University, Manamah).
Al-Tamimi, I. and Al-Khshaly, S. (2004). Impact of managers' creativity behavior on the competitive advantage of food industries in Jordan. Al-Basaer Journal, 8(2), 15-196.
Boumedjane, A. and Grichi, M. (2019). The impact of empowerment on administrative creativity among employees in Algerian higher education institutions: Applied study at Biskra' University. Strategy and Development Review, 9(5), 245-268.
Bowen, D.E. and Lawler, E.E. (1995). Empowering Service Employeesâ€™, Sloan Management Review, 36, 73-84.
Carter, Tony, (2009). Managers Empowering Employees. American Journal of Economics and Business Administration, 1(2), 39-44.
Elik, A., Iraz, R. & Selcuk (2014). The effects of employee empowerment applications on organizational creativity and innovativeness in enterprises: the case of oiz. European Scientific Journal, 10(10), 99-107.
Gomez, C., and Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment. Group and Organization Management, 26(1), 53-69.
Hadidi, L., and Abzakh, A. (2021). Toward an understanding of BPR perception in the construction industry: the employee attitude toward job enlargement and enrichment in Saudi Arabia. Engineering, Construction and Architectural Management, 29, 204â€“221.
Harrington, H. J. (2005). The five pillars of organizational excellenceâ€™, Handbook of business strategy, 6(1), 107-114.
Lawless, H. T., and Heymann, H. (2010). Descriptive analysis. In Sensory evaluation of food, 2nd Ed., Springer, New York.
Mohamadeya, O. (2016). The effect of functional empowerment on the creativity behaviour of the employees in the Jordan tourism boar -Case study-. (Unpublished Master Thesis, Middle East University, Amman).
Mokhber, M., Khairuzzaman, W., and Vakilbashi, A. (2018). Leadership and Innovation: The Moderator Role of Organization Support for Innovative Behaviors. Journal of Management and Organization, 24, 108-128.
Obeidat, A. M., Wahiby, H., Alzuâ€™bi, S. K., Hadrab, A. F., and Samara, M. A. (2021). The Moderat Role Of Knowledge Sharing On The Effect Of Human Capital In Job Empowerment. Ilkogretim Online, 20 (3), 1449-1459.
Rana, S. and Singh, V. (2016). Employee empowerment and job satisfaction: an empirical study in IT industry. IOSR Journal of Humanities and Social Science, 21(10), 23-29.
Umar, U. H. (2021). Adapting the Al Rajhi Waqf model to mitigate the impact of covid-19 on the Ummah: a lesson to Muslim philanthropistsâ€™, in M. Kabir Hassan, et al (Ed.), COVID-19 and Islamic Social Finance, (pp. 133-147). London: Routledge.
Venkataramani, V., Bartol, K. M., Zheng, X., Lu, S., and Liu, X. (2022). Not very competent but connected: Leadersâ€™ use of employee social networks as prisms to make delegation decisions. Journal of Applied Psychology, 107(3), 458-480.
Yamoah, E. E., and Afful, D. (2019). An Investigation of the Effect of Employee Empowerment on Job Performance in Ghana. International Journal of Business and Management, 14(12), 25â€“31.
Yang, Y., Li, Z., Liang, L., and Zhang, X. (2021). Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety. Current Psychology, 40(4), 1911-1922.