Original Research

Empowering bank employees for improved job performance: An evaluation of emerging strategies

David Orenuga, Rowland Worlu, Oyewunmi Olabode, Nsikan John, Adebukola Ariyo, Mercy G.D. Okon, Uduak Tommy
SA Journal of Human Resource Management | Vol 22 | a2464 | DOI: https://doi.org/10.4102/sajhrm.v22i0.2464 | © 2024 David Orenuga, Rowland Worlu, Oyewunmi Olabode, Nsikan John, Adebukola Ariyo, Mercy G.D. Okon, Uduak Tommy | This work is licensed under CC Attribution 4.0
Submitted: 11 October 2023 | Published: 29 June 2024

About the author(s)

David Orenuga, Department of Business Management, College of Management and Social Science, Covenant University, Ota, Nigeria
Rowland Worlu, Department of Business Management, College of Management and Social Science, Covenant University, Ota, Nigeria
Oyewunmi Olabode, Department of Business Management, College of Management and Social Science, Covenant University, Ota, Nigeria
Nsikan John, Department of Business Management, College of Management and Social Science, Covenant University, Ota, Nigeria
Adebukola Ariyo, Department of Business Management, College of Management and Social Science, Covenant University, Ota, Nigeria
Mercy G.D. Okon, Department of Business Management, Faculty of Business Administration, University of Uyo, Uyo, Nigeria
Uduak Tommy, Department of Management, Faculty of Business Administration, University of Calabar, Calabar, Nigeria

Abstract

Orientation: Employee empowerment has received widespread attention in both academic and business literature. The idea is that an empowered employee is a productive worker; a productive worker is, in turn, a competitive asset to the organisation. However, the banking industry in many developing nations still falls short in employee empowerment.

Research purpose: This study aims to analyse the robust strategies for empowering bank workers and their effects on job performance.

Motivation for the study: The study was motivated by the fact that extant studies seem inconsistent in identifying the precise empowerment strategies capable of igniting better work performance in the banking industry.

Research approach/design and method: The study adopted a cross-sectional survey design targeting 316 middle-level bank managers in the five biggest banks in Nigeria. Data were collected using the structured questionnaire and processed using the structural equation modelling in SmartPLS software.

Main findings: Results showed that employee empowerment variables (employee input acknowledgment, mutual decision-making, joint resolution implementation, and sense of belonging climate) were positively related to improved job performance.

Practical/managerial implications: The study has shown that improved employee performance can be achieved when the adopted empowerment strategy is a mix of employee input acknowledgment, mutual decision-making, joint resolution implementation, and a sense of belonging climate.

Contribution/value-add: The study has addressed the existing gaps in the banking sector employee empowerment by highlighting four new strategies.


Keywords

employee empowerment; job performance; job autonomy; performance resilience; job satisfaction.

JEL Codes

A13: Relation of Economics to Social Values

Sustainable Development Goal

Goal 3: Good health and well-being

Metrics

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Total article views: 249


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