Journals / Öneri Dergisi / 2002 / Cilt: 5 - Sayı: 17

ÇALIŞANLARIN GÜÇLENDİRİLME ALGILARI ÜZERİNE TUZLA BÖLGESİNDEKİ TİCARİ BANKALARDA BİR ARAŞTIRMA

Pages
113–120
Publication Date
2002-01-30
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

The aim of this study is to examine the “empowerment” subject - which finds its application area especially in the service sector, where human relations are very important, although it has been adopted by different organizations - in the banking field to build its conceptual frame and to investigate the perceptions of the employees about empowerment.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Today the interest of the academicians and practitioners in the concept of employee empowerment increases with the democratisation in the work place, the global competition and change and increasing the need for organizational efficiency and effectiveness.
📊
Key Findings & Data:Participation has become more important with the new management understanding, employees are evaluated as strategic resources and as a result of this, they have had more competence, broader authority area and power over the work they do.
💡
Conclusion & Impact:The aim of this study is to examine the “empowerment” subject - which finds its application area especially in the service sector, where human relations are very important, although it has been adopted by different organizations - in the banking field to build its conceptual frame and to investigate the perceptions of the employees about empowerment.
🔬Design:Research Article
📍Scope:Comprehensive Sample
⚙️Variables:Çalışanların güçlendirilme algıları · Ticari banka · Güçlendirme

Özet

Today the interest of the academicians and practitioners in the concept of employee empowerment increases with the democratisation in the work place, the global competition and change and increasing the need for organizational efficiency and effectiveness. Thus, managers and scientists try to research and develop new management techniques like total quality management, team establishment and development, lean organization, learning organizations and employee empowerment. Participation has become more important with the new management understanding, employees are evaluated as strategic resources and as a result of this, they have had more competence, broader authority area and power over the work they do. And this situation make the empowerment of the employees more important. The aim of this study is to examine the “empowerment” subject - which finds its application area especially in the service sector, where human relations are very important, although it has been adopted by different organizations - in the banking field to build its conceptual frame and to investigate the perceptions of the employees about empowerment.

🔖

Cite This Article

CEYLAN, A. (2002). ÇALIŞANLARIN GÜÇLENDİRİLME ALGILARI ÜZERİNE TUZLA BÖLGESİNDEKİ TİCARİ BANKALARDA BİR ARAŞTIRMA. Öneri Dergisi, Cilt: 5 - Sayı: 17, 113–120. https://ajindex.com/articles/36209

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (14)

  1. LESLIE, Donald R.; HOLZHALLB, Carol M. Et Al., "Measuring Staff Empowerment: Development of A Worker Empowerment Scale", Research On Social Work Practice, March 98, VoL8, Issue 2, ss.2l2-223
  2. HBRRENKOHL, Roy C.; JUDSON G., Thomas; HEFFNER Judith A., "Defining And Measuring Employee Empowermen", Journal Of Applied Behavioral Science, September 1999, Vol 35, Issue 3, ss.373-390
  3. DREHMER, David E.;.BELOHLAV, James A; COYE, Ray W., "An Exploration Of Employee Participation Using A Scaling Approach", Group And Organization Management, Dec. 2000, Vol. 25, Issue 4, ss.397-419
  4. QUINN, Robert E.; SPREITZER, Grethen M., "The Road To Employee Empowerment: Seven Question Every Leader Should Consider", Organizational Dynrnics, Autumn 97, Vol 26, Issue 2, ss.37-50
  5. EYLON, Dafna; BAMBERGER, Peter, "Empowerment Cognitions And Empowerment Acts", Group And Organization Management, Dec. 2001, Vol 25, Issue 4, ss.354-373
  6. CONGAR, Jay A.; KANUNGO, Rabindra N., "The Empowerment Process: Integrating Theory And Practice", Academy Of Management Review, Vol 13, No 3, 1998, ss.471-482
  7. WILKINSON, Adrian, "Empowerment: Theory And Practice", Personnel Review, Vol.27, No.1, 1998, ss.40- 56
  8. ERSTAD, Margaret, "Empowerment And Organizational Change", International Journal of Contemporary Hospitality Management, Vol.9, No.7, 1997, ss.325-333
  9. KOBERG, Christine; BOSS R. Wayne; SENJEM Jason C.; GOODMAN, Eric A., "Antecedents And Outcomes of Empowerment", Group And Organization Management, March 1999, Vol.29, Issue, ss.71-92
  10. JOHNSON Pamela R., "Brains, Heart And Courage: Keys To Empowerment And Self-Directed Leadership", American Journal of Management Development, Vol.1, Number l, 1995, ss.16-21. [11]OUDSHOORN, Mike Van; THOMAS Laurie, "A Management Synopsis of Empowerment, Training For Quality", MCB University Press Vol.3, No.3, 1995, ss.25- 32
  11. OLSHFISH, Dorothy; CLNNIGAM, Robert, "The Empowerment Construct In Manager-Executive Relationships", Administration And Society, Sep.l998, Vol.30, Issue 4, ss.351, 374-391
  12. BARUCH, Yahuda, "Applying Empowerment: Organizational Model", Career Development International, 3/2, 1998, ss.82-87
  13. HOWARD, Larry W.; FOSTER, S. Thomas, "The Influence of Human Resource Practices On Empowerment And Employee Perceptions of Management Commitment To Quality", Journal of Quality Management, 1999, Vol.4, Issue 1, ss.5-23
  14. PAUL, Robert J.; NIEHOFF, Brian P.; TURNLEY William H., "Empowerment Earpectations A