A Qualitative Investigation of the Empowerment Operationalization in Malaysian Banking
Keywords:
Empowerment Operationalization, Banking, Qualitative, Managers, Malaysia.
Abstract
Although empowerment is often discussed in organisational theory, how it is operationalised in practice—particularly in banking institutions—remains underexplored. This study examines the enactment of empowerment in two Malaysian banks, emphasising the viewpoints of senior managers who are pivotal in defining its significance and implementation. Utilising semi-structured interviews with 12 senior managers and employing thematic analysis, the study reveals four interconnected dimensions that operationalise empowerment: institutionalisation (formal policies), communication (explicit delegation and information flow), capacity building (training and readiness support), and scope and differentiation (variation according to role, rank, and proximity to operations). The findings indicate that empowerment in banking is not a uniform process but rather a context-dependent practice influenced by managerial interpretation and shaped by the specific functional realities of various job roles. Employees closer to frontline operations were found to acquire greater empowerment, indicating a strategic differentiation of authority. The study enhances theoretical knowledge by filling a significant void in comprehending the dynamics of empowerment operationalisation within structured service environments. From a pragmatic standpoint, it provides bank leaders with actionable insights to embed empowerment into career development, augment flexibility in decision authority, and conduct periodic role-specific empowerment audits to ensure alignment between empowerment design and operational demands.
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References
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Chiang, C. F., & Jang, S. C. (2008). The antecedents and consequences of psychological empowerment: The case of Taiwan's hotel companies. Journal of Hospitality & Tourism Research, 32(1), 40-61.
Cho, T., & Faerman, S. R. (2010). An integrative model of empowerment and individuals' in-role and extra-role performance in the Korean public sector: Moderating effects of organizational individualism and collectivism. International Public Management Journal, 13(2), 130-154.
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Dee, J. R., Henkin, A. B., & Duemer, L. (2003). Structural antecedents and psychological correlates of teacher empowerment. Journal of Educational Administration, 41(3), 257-277.
Dewettinck, K., & Ameijde, M. V. (2011). Linking leadership empowerment behaviour to employee attitudes and behavioural intentions: Testing the mediating role of psychological empowerment. Personnel Review, 40(3), 284-305.
Djunaedi, Nimran, U., Al Musadieq, M., & Afrianty, T. W. (2023). Empowerment effect on competence and organizational commitments: Organizational learning culture as a moderating factor. Multidisciplinary Reviews, 7(2), 2024038.
D'Souza, S. A. (2001). How does organizational context affect the psychological state of empowerment? : the case of Radisson Edwardian Hotels. UMIST, Manchester.
Ergeneli, A., Ari, G. S., & Metin, S. (2007). Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research, 60, 41-49.
Erstad, M. (1997). Empowerment and organisational change. International Journal of Contemporary Hospitality Management, 9(7), 325-333.
Evans, K. M., Salaiz, A., & McKee, R. A. (2024). Employees as decision-makers: Coordinating empowerment at all levels. Journal of Business Strategy, 45(5), 331-337.
Fawcett, S. B., White, G. W., Balcazar, F. E., Suarez-Balcazar, Y., Mathews, R. M., Paine-Andrews, A., et al. (1994). A contextual-behavioral model of empowerment: Case studies involving people with physical disabilities. American Journal of Community Psychology, 22(4), 471-496.
Forrester, R. (1995). Implication of lean manufacturing for human resource strategy. Work Study, 44(3), 20-24.
Gehrau, V., Lührmann, J., Stehle, H., & Röttger, U. (2024). The Impact of Internal Communication on Individual Empowerment: Findings of a Representative Employee Survey in Germany. International Journal of Strategic Communication, 18(3), 208–227.
Greasley, K., Bryman, A., Dainty, A., Price, A., Soetanto, R., & King, N. (2005). Employee perceptions of empowerment. Employee Relations, 27(4), 354-368.
Greasley, K., Bryman, A., Dainty, A., Price, A., Naismith, N., & Soetanto, R. (2008). Understanding empowerment from the employee perspective: What does it mean, and do they want it? Team Performance Management, 14(1/2), 39-55.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, Massachusetts: Addison-Wesley Publishing Company.
Hall, M. (2008). The effect of comprehensive performance measurement systems on role clarity, psychological empowerment, and managerial performance. Accounting, Organizations and Society, 33, 141-163.
Hammuda, I., & Dulaimi, M. F. (1997). The theory and application of empowerment in construction: A comparative study of the different approaches to empowerment in construction, service and manufacturing industries. International Journal of Project Management, 15(5), 289-296.
Hancer, M., & George, R. T. (2003). Psychological empowerment of non-supervisory employees working in full-service restaurants. International Journal of Hospitality Management, 22, 3-16.
He, P., Murrmann, S. K., & Perdue, R. R. (2010). An investigation of the relationships among employee empowerment. Employee perceived service quality and employee job satisfaction in a U.S hospitality organization. Journal of Foodservice Business Research, 13, 36-50.
Hechanova, M. R. M., Alampay, R. B. A., & Franco, E. P. (2006). Psychological empowerment, job satisfaction, and performance among Filipino service workers. Asian Journal of Social Psychology, 9, 72-78.
Hermawan, A. (2005). Analysing variations in employee empowerment in Indonesia. The University of Manchester, Manchester.
Herzberg, F. I. (1966). Work and the nature of man. New York: Thomas Y. Crowell.
Holden, L. (1999). The perception gap in employee empowerment: A comparative study of banks in Sweden and Britain. Personnel Review, 28(3), 222-241.
Honold, L. (1997). A review of the literature on employee empowerment. Empowerment in Organizations, 5(4), 202-212.
Johnson, S. (Ed.). (2008). Work psychology: Investigating and understanding human behaviour in the workplace. Essex: Pearson Education Limited.
Kanter, R. M. (1977). Men and women of the corporation. New York: BasicBooks.
Kim, S., & Kleiner, B. H. (1996). Service excellence in the banking industry. Managing Service Quality, 6(1), 22-27.
King, N. (2004). Using templates in the thematic analysis of text. In C. Cassell & G. Symon (Eds.), Essential Guide to Qualitative Methods in Organizational Research. London: Sage Publications.
Kinlaw, D. C. (1995). The practice of empowerment: Making the most of human competence. Hampshire: Gower Publishing Limited.
Klagge, J. (1998). The empowerment squeeze-views from the middle management position. Journal of Management Development, 17(8), 548-558.
Knol, J., & Linge, R. V. (2009). Innovative behaviour: The effect of structural and psychological empowerment on nurses. Journal of Advanced Nursing, 65(2), 359-370.
Kuo, T. H., Ho, L. A., Lin, C., & Lai, K. K. (2010). Employee empowerment in a technology-advanced work environment. Industrial Management and Data Systems, 110(1), 24-42.
Kyei-Frimpong, M., Kodwo Amoako, E., Akwetey-Siaw, B., Owusu Boakye, K., Nyarko Adu, I., Suleman, A. R., & Abdul Bawa, A. (2024). Employee empowerment and organizational commitment among employees of star-rated hotels in Ghana: Does perceived supervisor support matter?. Journal of Work-Applied Management, 16(1), 65-83.
Laschinger, H. K. S., Finegan, J., & Wilk, P. (2009). Context matters: The impact of unit leadership and empowerment on nurses' organisational commitment. Journal of Nursing Administration, 39(5), 288-235.
Laschinger, H. K. S., Finegan, J., Shamian, J., & Wilk, P. (2004). A longitudinal analysis of the impact of workplace empowerment on work satisfaction. Journal of Organizational Behavior, 25(4), 527–545.
Lashley, C. (1996). Research issues for employee empowerment in hospitality operations. International Journal of Hospitality Management, 15(3), 283-298.
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Published
2025-09-13
How to Cite
Zakaria, A. (2025). A Qualitative Investigation of the Empowerment Operationalization in Malaysian Banking. Information Management and Business Review, 17(3(I), 183-195. https://doi.org/10.22610/imbr.v17i3(I).4700
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