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Research  on  
European Journal of Research on Education, 2014, 2(Special Issue00), 62-70 Education  
DOI: 10.15527/ejre.201426560

Employee empowerment in new public management approach and a

research
Keziban Kaymakçı a *, Sümeyra Babacan b
a
Denizli Board of Health, 20100, Denizli, Turkey
b
Muğla Sıtkı Koçman University, Fethiye Faculty of Management, 48300, Fethiye, Muğla, Turkey

Abstract

The public management paradigm has been changing in the process of globalization and gaining the properties of professional,
entrepreneur, responsible and accountable management style. In new public management, the essence is a mentality which is
away from solid hierarchy, is not lost in bureaucracy and keeps the priorities and preferences of service receivers in the centre.
Employee empowerment is defined as the increase of employees’ authorization and participation in organizational decisions; and
gives the employee initiative and accountability. It is important in ensuring highest efficiency and quality from human resources,
which is the most important strategic resource and competition tool of organizations.
Job satisfaction can be defined as a positive emotional situation and interpretation about job. Job satisfaction is important for the
organizations because it results in many positive organizational results like higher performance, lower employee turnover, quality
and efficiency.
In this research; the relations among the perceptions of employees about employee empowerment and their demographic
variables are assessed. The research is conducted through a questionnaire with 128 public sector employees in Denizli. In the
results; it was seen that employees have the highest perception of empowerment in the “competence” dimension, whereas the
lowest dimension being “impact”. It was also seen that there is no significant difference in the perception of employee
empowerment according to gender, education level, tenure and title. It was found that, “competence” dimension has a positive
and low-level correlation with job satisfaction. According to the regression analysis, employee empowerment dimensions have
no effect on job satisfaction.
© 2013 European Journal of Research on Education by IASSR.

Keywords: Empowerment, new public management, health sector

1. Em ployee Em powerm ent In New Public Managem ent Approach

1.1. New Public Management

From the 1980s onwards, there has been a series of reforms in public management in western governments and
public sector organizations. These reforms, which aim to improve efficiency and performance, are called as “New
Public Management”. New Public Management is characterized by the usage of new management techniques and
instruments. (Pollitt, Thiel & Homburg, 2007: 1) The new public management paradigm, is gaining the properties of
professional, entrepreneur, responsible and accountable management style affected by the private sector

* E-mail address: k_kaymakuci@hotmail.com

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Employee empowerment in new public management approach and a research

management strategies; as a result of the change in perception and expectation levels of service providers and
receivers. This approach is focused on outputs rather than inputs; and in line with the “managing through humans,
with humans” perception, both service receivers and employees are seen as strategic allies in constructing
organizations’ strategy and success (Drechsler, 2005: 94-96; Özer, 2005: 5-11; Genç, 2010: 156). According to
Aucoin (1988), with New Public Management, the “management” of people and resources gained priority against
“administration” of activities, procedures and regulations. (Ömürgönülşen, 1997: 520)
There are several reasons behind the emergence of new public management. Firstly, after the financial crises
which was seen in the middle of 1970’s, the governments were headed to shrink back to their classical boundaries.
As the phenomenon of “effectiveness and efficiency” became also important for the governments and public sector
organizations, the management techniques and practices of private sector organizations were brought into use.
(Özer, 2005: 4) Also, the economic crisis has resulted in other appearances that triggered the New Public
Management. The crisis has shifted the ideological view about the role of the government in both economic and
social life. The Keynesian post-war consensus and “welfare state” was collapsed; and demand for social services
were rising. These resulted in a search for management techniques which create economical, efficient, effective and
less bureaucratic administrative structures. (Ömürgönülşen, 1997: 517) In addition, the spread of the information
technologies, the spread of the “democratization” approach after 1980’s, the rise of the importance of non-
governmental organizations, and globalization has accelerated the shift to new public management. (Genç, 2010:
147)
New public management is a rediscovery of former ideas used in private sector. The doctrines of new public
management can be summarized under four items: i) “Management mathematics” was emphasized; rather than
qualitative and “people” issues. ii) The approach to public management became disaggregated. Administrative units
were broken-up to separately managed entities. iii) An important emphasis on cost-cutting is seen; bureaucratic
expansion is limited. iv) Management style is emulating private sector corporate management. (Parker & Handmer,
2013: 109) According to Öztürk & Bayram (2000), New Public Management applies eight main appraoches in order
to achieve its aim: a) Transfer of authority, therefore creating flexibility, b) Continuation of performance, control
and liability, c) Improvement of competency, d) Procurement of service responsibility, e) Improvement of human
resources management, f) Utilization of information technologies, g) Improvement of quality in services, h)
Empowerment of mentoring activities (as cited in Özer, 2005: 22)
Therefore, new public management is an approach to include organizational involvement and competencies;
effectiveness and efficiency; and proactivity in producing high-quality services for the public sector organizations.

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1.2. Employee Empowerment

In the new era, where globalization, technology and higher expectations are ruling, organizations are demanding
more from their employees. In order to be competitive; organizations should stand away from traditional hierarchy;
command and control systems. Instead of a top management which directs employees’ behaviour and decisions;
both organizations and employees prefer employees with initiative, creativity and accountability. (Quinn &
Spreitzer, 1999) The main indicators that show the performance of an organization are evolving from tangible assets
like tools, equipment and buildings to intangible assets like knowledge and talents, internal systems, processes and
customer relationships (Gürol & Çapan, 2010:63).
In order to ensure the employees to reach the targets set, the employees should be equipped with new capabilities,
provided with reliable information, motivated and empowered. For the organizations to achieve long term success,
intangible assets composed of human capital, organization capital and knowledge capital are determining factors.
Human, knowledge and organizational capital of both private and public organizations; become present and
sustainable with learning and development. Human capital includes competencies, education and knowledge levels
of employees. (Berikol, 2009: 104) In organizational changes and dynamism, the substance of the organizations’
resources are the employees. (Yücel and Demirel, 2012: 20)
Strategic, implicit and untransferable knowledge, which provides the organizations with competitive advantage;
can only be available for the organizations with the implications of empowered employee policies. In order to ensure
success, quality, and highest level of employee and customer satisfaction, use of strategic knowledge and other
intangible assets for the improvement of performance; the managerial and organizational approach should be
oriented to employee empowerment.
There are several definitions of employee empowerment in the literature, defining what it is and what it should be
and regarding many aspects like behavioral, relational and psychological. However there is not a common definition
with an agreement on. The scholars who are focusing on how the managerial actions are perceived by the employees
rather than what should be done by managers, emphasize the cognitive and psychological aspects of empowerment
(Pelit, 2011:211) Argyris (1998), evaluates employee empowerment as a managerial instrument which serves to the
ultimate goal of increasing employees’ performance. Although empowerment means providing the employee with
the initiative, authority and accountability required to complete their job (Çuhadar, 2005), in order for the
empowerment to be successful, each organization should create its own definition of empowerment, which fits its
culture and unique entity (Honold, 1997).
Empowerment is different and broader than the concept of delegation. It includes information sharing which
enables them to evaluate and contribute to organization’s performance; and authorization to make decisions which
may affect organizational outcomes. (Ford & Fottler, 1995) In traditional delegation, the managers are still the
owner of the authority. They delegate this authority on their own will, and have the right to take this authorization
back when needed. However, in employee empowerment, the owner of the authority are the employees who execute
the job. (Al, 2002) In the basis of the employee empowerment lies the approach that the employee who executes the
job is competent and able to take initiative and decide. (Çuhadar, 2005)
According to Spreitzer (1995) and Quinn & Spreitzer (1997), empowerment is a psychological experience of
employees, rather than rules and practices of a managerial perspective. Empowerment is a mindset of the employees
about their role; they must “feel” empowered to be empowered. They have four characteristics: self-determination
(They are free to decide how to do their work.); a sense of meaning (They think their work is important and
meaningful.); a sense of competence (They are confident about their ability.); and a sense of impact (They believe
that they may influence others with their ideas about the work.). Conger and Kanungo (1988), summarizes these
dimensions as choice, meaning, competence and impact (as cited in Cacioppe, 1998)
Employee empowerment has significant effects on the employees and the organizations. According to a research
by Menon (1995), greater empowerment results in higher motivation, higher job satisfaction, lower job stress,
greater involvement and organizational commitment. In a similar study conducted by Spreitzer (1996), it is seen that
empowered employees feel supported by their organization, have access to information and resources and have
opportunity to participate. They also have less ambiguity about their roles. (as cited in Ford and Fottler, 1995)
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Empowered employees are perceived to be more effective not only by themselves but also by their colleagues. They
see themselves as innovative, creative and brave enough to try new things. They are found to be charismatic and
able to lead people. In today’s circumstances, these kind of properties are beneficial for organizations. (Quinn &
Spreitzer, 1997)

1.3. Employee Empowerment in Public Management

Since there is a demand for effectiveness and performance, public sector organizations should be able to fulfill
national and global opportunities and requests. Thus, employee empowerment approach is also important for public
sector organizations. Competitive and equipped employees and the opportunities to reach and use information and
the opportunities presented by information technologies; force the public organizations to an evolution oriented to
employee empowerment. However, it should be noticed that, employee empowerment in public management should
be different that private sector organizations.
Public management is designed and executed on laws. Each organization, position and action in public
management is subject to laws and regulations. Organizations are more static; and flexibility is significant for
empowerment. In addition, systems like reward & punishment and learning & development may not be up to date
and working properly. (Çuhadar, 2005) These situations restrict the actions that can be applied in employee
empowerment in public management.
However, when it comes to New Public Management, these situations are supposed to change. Since the new
public management aims to apply new management techniques, this should result in an environment which is more
suitable for employee empowerment. An important component of new public management is the decentralization of
jobs and delegation of managerial responsibilities. This is expected to result in more authorization and responsibility
for employees. (Farnham and Horton; 1992a, as cited in Al, 2002)
Employee empowerment initiatives have met with remarkable success in some industries. However, in the health
care sector, management strategy has an important effect to cause its failure or success. A management strategy that
is progressive and mindful of the mission of the organization and, most importantly, on the creation of a culture of
psychological safety is crucial for an effective employee empowerment initiative in health sector. (Valadares, 2004).

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1.4. Job Satisfaction

Job satisfaction is a perception and emotional situation of the employee which cannot be observed directly;
however can be understood through the reflections in attitudes, allows the evaluation of the satisfaction level of
expectations; and can be effected by occupational, personal, organizational attributes, leadership and managerial
applications. Job satisfaction is an emotional reaction which occurs when the demands of the job and the employee
are in line. With another expression, satisfaction is an interpretation. (Naktiyok, 2002: 168; Karcıoğlu et al., 2009:
60-61; Akkoç et al., 2012: 107)
Job satisfaction can be defined as a positive emotional situation about job. In his book which is printed in an era
under the effect of Hawthorne Research, the basis of human relationships theories; in 1935, Hoppock referred to job
satisfaction with the word “being satisfied with the job enough to continue working is an important and prior subject
for both the employee and the employer”. Locke defines job satisfaction as “a pleasure status resulting from the
employee’s evaluation of job or general experience.” (as cited in Spector et al., 2001: 29; edt.: Anderson et al., 2009:
30).
Barutçugil (2004), explains job satisfaction as “an emotion that the employee feels when he realizes his job and
his acquisitions are meshing or they have a possibility to mesh.” Personal and biological attributes like age, gender,
marital status; personality traits, internal emotional frame, values and attitudes and basic ability levels have impact
on job satisfaction. In addition, leadership styles, organization culture, the formality level of organization, human
resources policy, personal decision making, competencies, learning and motivation affect job satisfaction. (Robins
& Judge, 2012)
There is variable empirical support about the relationships between the individual empowerment dimensions and
job satisfaction. First, there seems to be strong evidence of a positive association between meaning, work values and
job satisfaction. Because lack of meaning in the workplace has been linked to apathy and job dissatisfaction. The
reviewers show that higher levels of personal control or autonomy, impact and competence are related to job
satisfaction too (Wang & Lee, 2009). Job satisfaction is related to performance, absenteeism, turnover, role stress,
motivation and expectancies (Spector, 1986).

2. Research

2.1. Research Design and Methodology

In this research; the relations among the perceptions of employees who are working in two public organizations
about employee empowerment, job satisfaction and their demographic variables are assessed. These public
organizations are fulfilling management, planning, executing, monitoring, evaluating and controlling missions in
presenting of health services in Denizli. This research is descriptive; and the universe for the research is the
employees of these two public organizations which are responsible for the maintenance of health services. This
research is conducted through random sampling.
First part of the questionnaire is composed of 10 questions aiming to define the demographic variables of the
respondents. Second part of the questionnaire consists scale questions about the employee empowerment
perceptions of the employees. In this research; the employee empowerment scale with 12 items and built by
Spreitzer (1995) is used. Items of this scale, which is used by Çavuş (2006) in Turkey, are composed of four
dimensions which are meaning, competence, self-determination and impact.
In order to measure the general job satisfaction level of employees, Michigan Organizational Assessment
Questionnaire Job Satisfaction Subscale which is adapted to Turkish by Köksel is used (Köksel, 2009: 54). Job
satisfaction scale is composed of three items: “All in all I am satisfied with my job.”, “In general, I like my job.” and
“In general, I like working here.”
A questionnaire which is prepared in the form of 5-points Likert scale is used where 1 = strongly disagree and 5
= strongly agree. The questionnaire is applied to 128 employees after completing all required permissions for both

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of the organizations. The employees who respond to the questionnaire are evaluated under four groups named:
Health services, general administrative services, managerial level and supportive services.

2.2. Research Findings

In this research, it is evaluated if there is a difference among employee groups according to their demographic
variables on their perceptions of employee empowerment. In the point of employee empowerment perception, in
order to measure differences, in addition to calculating the arithmetical mean and standard deviation of the points
derived from the scale; t-test and one-way variance analysis are completed. In analyzing the data, “SPSS for
Windows” is used. The statistical significance level is taken as p<0,5. In the research, the Cronbach’s Alfa value for
employee empowerment scale is found to be 0,841; which is satisfactory.
In the items analysis, the item “In general, I like my job”, is omitted because it decreases the reliability of the job
satisfaction scale and the difference between mean and standard deviation is not meaningful. The Cronbach’s Alfa
for job satisfaction scale is found to be high with the value of 0,763.
The respondents are composed of Community Health Board (58,6%), Local Health Authority (41,4%)
employees. 54,7% are females, whereas 45,3% are males. 55,5% of the respondents are aged below 40; and 44,5%
are 40 or more years old. 76,6% are married; 23,4% are single. When it comes to their titles, an important group
which composes the 65,5% of the respondents are health service employees. 85,2% of the respondents has the status
of 4A according to the law number 657. 32,8% of the respondents are holding a Bachelor’s degree. 7% of the
respondents who are secondary school graduates are working in supportive services. According to their tenures in
the organization, 47,7% of the respondents have a tenure of 1-5 years; 20,3% have 6-10 years; while 9,4% of the
respondents have been working for the organization for 21 or more years. If their total tenures are evaluated, 23,4%
of the respondents have 1-10 years; 36,7% have 11-20 years and %39,8 have 21 or more years of total tenure.

Table 1. The mean and standard deviations of the responds to employee empowerment dimensions

Std.
Empowerment Measuring Mean Deviation
I have a great deal of control over what happens in my department 3,3203 1,00341
I have significant influence over what happens in my department 3,1719 ,98100
My impact on what happens in my department is large 3,5703 ,95310
General Impact Mean 3,3542 ,78787
The work I do is very important to me 4,2031 ,73559
The work I do is meaningful to me 4,1641 ,80135
My job activities are personally meaningful to me 3,5469 ,92097
General Meaning Mean 3,9714 ,67453
I am confident about my ability to do my job 4,3203 ,69796
I am self-assured about my capabilities to perform my work activities 4,4062 ,62036
I have mastered the skills necessary for my job 4,1328 ,80716
General Competence Mean 4,2865 ,62709
I have significant autonomy in determining how I do my job 3,7500 ,91359
I can decide on my own how to go about doing my work 3,9453 3,80076
I have considerable opportunity for independence and freedom in how I do my job 3,4141 1,03122
General Self-determination Mean 3,7031 1,53023
Overall Mean 3,8287 1,10553

Table 2. The mean and standard deviations of the job satisfaction scale

Std.
Overall Job Satisfaction Scale Mean
Deviation
All in all I am satisfied with my job. 3,5703 1,12721
In general, I like working here. 3,7813 1,06437
Overall Mean 3,6758 1,09579

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In the results, it is seen that the dimension with the highest mean of points according to respondents’ perception
is the “competence” dimension. This shows that, the respondents are confident about their own capability to execute
their own jobs. The dimension which has the lowest mean is impact. Impact is the dimension that represents the
perception of the respondent about his/her own control on the happenings in their department.
Considering the level of p<0,05, it is seen that, among the respondents, a significant difference between male and
female respondents in the point of employee empowerment perception is inexistent. However, it is seen that the
means for male respondents are slightly higher than those for female respondents in all dimensions.
Among the respondents, with the level of p<0,05; it is found that there is no significant difference in the
perception of employee empowerment according to their education level. Similarly, no significant difference
according to the tenure can be found. In addition, there is not a significant difference according to their titles.
However, it was found out that, the respondents who are working in managerial level and health services have a
greater mean for all dimensions than the respondents working in general administrative services and supportive
services.
When the job satisfaction levels are evaluated, it was found that there is no significant difference with the level of
p<0,05 according to the gender. However, it was also seen that male respondents have a slightly higher level of job
satisfaction for all the dimension than female respondents. Also; there is no significant difference of job satisfaction
according to educational level. On the other hand, in the descriptive analytics, it is seen that employees who are
graduates of secondary or high schools, have a higher level of job satisfaction than the other employees.
Similarly, it is also seen that marital status; with the same p level, does not have a significant difference on job
satisfaction. However, the descriptive analysis shows that the job satisfaction level of singles is higher than married
respondents. Likewise, according to age there is no significant difference. Descriptive analysis shows that the
respondents who are 40 or more years old have a higher level of job satisfaction.
Among the respondents, with the level of p<0,05; there is no significant difference of job satisfaction according
to tenure. However, the employees with a total tenure of 21 years or more; have a higher arithmetic mean of job
satisfaction. Employees with a tenure of 11-15 years in the organization have a higher level of job satisfaction than
the others. It is also seen that titles do not have a significant difference on job satisfaction. On the other hand,
supportive services employees and health services employees are found to have higher mean of job satisfaction.

2.2.1. Correlation Analysis

Table 2. Employee empowerment and job satisfaction correlation values

Self General Overall job

Meaning Competence determination Impact Empowerment satisfaction
Meaning Pearson Correlation 1 ,483** ,274** ,436** ,673** ,108

Sig. (2-tailed) ,000 ,002 ,000 ,000 ,223

Competence Pearson Correlation 1 ,191* ,209* ,546** ,217*

Sig. (2-tailed) ,030 ,018 ,000 ,014

Self- Pearson Correlation 1 ,355** ,818** ,010
determination
Sig. (2-tailed) ,000 ,000 ,914
Impact Pearson Correlation 1 ,680** -,003

Sig. (2-tailed) ,000 ,973

General Pearson Correlation 1 ,086
Empowerment
Sig. (2-tailed) ,336
Overall job Pearson Correlation 1
satisfaction
Sig. (2-tailed)
**p<0.01, *p<0.05
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Employee empowerment in new public management approach and a research

In order to analyse the relationship between employee empowerment and overall job satisfaction, Pearson
correlation analysis is used. According to the results, there is a statistically significant relationship with the
significance level of 0,05 between the competence dimension of employee empowerment and overall job
satisfaction. The relationship between competence dimension of employee empowerment and overall job
satisfaction (r=-0.217, p<0.05) is a positive and low-level significance relationship. This relationship, is in line with
Spreitzer’s (1995: 1443) view: Employees’ perceptions of empowerment about their possibility to use competencies
have an important role in their effectiveness, competencies and respect for personality. Globalization, the variation
and increase of customer expectations and the changing work environment decrease the importance of traditional
chain of command structure. Alternatively, the employees are expected to use their competencies, take initiative and
responsibility and be creative. (Pelit, 2011) The self-respect that results from having the competencies that their job
requires; creates a low-level positive relationship between employee empowerment perceptions and job satisfaction
levels of the respondents.

2.2.2. Regression Analysis

In order to analyse the affects of employee empowerment dimensions, which are meaning, competence, impact
and self-determination; on overall job satisfaction; linear regression analysis is used. Enter methodology is used for
regression analysis. As a result of regression analysis; since the overall job satisfaction is found to be (F=1,643 and
p ,168 while p>0.05); it is not meaningful. In this research, it is seen that employee empowerment perception does
not affect overall job satisfaction.

2.3. Conclusion

In this research, in the aspect of new public management which is a result of global situations, increasing
possibilities of reaching information for the employee, changes in the needs and demands of customers; the aim is to
define the relationship between and effect of employee empowerment and job satisfaction. Employee empowerment
is discussed under four dimensions as meaning, competence, self-determination and impact. The relationships
among demographic variables with empowerment and job satisfaction are analysed. The effects of employee
empowerment dimensions on overall job satisfaction and the relationships among them are examined.
It is found out that, a significant difference in employee empowerment and job satisfaction perceptions of the
employees according to demographic variables is not existent. However, the lower job satisfaction level of female
employees, shows the need of an employee empowerment support for female employees which includes career
planning and corporate effectiveness and will allow them to use their competencies.
Health service is different than the other services since it is impossible to postpone and substitute; so it requires
competent and equipped employees and managers. This might be the reason why the demographic variables do not
show any differences. Health services employees have to continue life-long learning and learning-on-the-job
activities. In a research conducted by Şahin (2007), among employees of 4 and 5 star hotels, there is significant
difference of demographic variables; this shows the difference of health than other service sectors.
The higher level of job satisfaction of secondary and high school graduates, shows that in parallel to rise in the
education level, the employees empowerment needs and expectations like meaning, competence, self-determination,
feedback, participation are rising.
According to the results, the competence dimension of the employee empowerment has a low-level and positive
relationship with job satisfaction. As seen in studies of Spreitzer (1995) and Wang& Lee (2009), the empowerment
in competence dimension results in higher self-respect and use of potential; thus result in satisfaction. Şahin (2007)
also supports these findings.
The employee empowerment applications like increase of the employees’ participation, competencies and
authority; creation of corporate environment that will let them use and improve their talents; and organizational
adjustments that will contribute in satisfaction, will support the organizations in corporate loyalty, competition and
financial sustainability.
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Research findings show that, employee empowerment and job satisfaction are important in the rise of service
quality, responding the demands of customers on time and effectively, and allowing employees to contribute in
organization’s performance as a strategic ally. In health services, employee empowerment does not only include
employees and managers. As a managerial philosophy, the suppliers and the customers of the organizations should
be evaluated in employee empowerment approach. The problems and failures that arouse in implications should be
taken as a learning opportunity for the organization. Health services, which uses compact and complex technologies,
and requires a sophisticated and complex service planning, presentation and management; necessitates to be away
from solid hierarchical and centralist structures. Employee empowerment, if interpreted an implied by the
organizations properly, will be an important tool for sustainability and competitiveness.

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