A survey on the impact of the training period on empowering management team: A case study Saipa Group

Abstract: Having reliable and skilled employees are essential component of any organization. Employees are considered as intangible assets for most organizations and they are the primary source of making value added decisions. On the other hand, a learning organization is capable of making continuous improvement and survives in today’s competitive environment. The proposed study of this paper considers whether training programs could empower employees who were working as managers for Saipa Group Company, a well-known automaker in Iran. The study concentrates on those employees who participated in master program in one of educational organizations in city of Tehran, Iran. 178 managers attended this program representing approximately 70% of total managers. The results of our survey have indicated that while training programs have created meaningful sense and help them have a better sense of efficacy it has not created any feeling of competence or building feeling of self-organization. The survey also concluded that training programs could increase the level of meaningful sense and the feeling of competence. In addition, the results indicate that training programs could increase employees’ self-organization as well as efficacy characteristics.

How to cite this paper

 Darvish, H., Khani, A., Assarha, M & Arani, H. (2013). A survey on the impact of the training period on empowering management team: A case study Saipa Group.Management Science Letters , 3(6), 1819-1824.

Refrences

Abtahi, S.H., & Saadi, M.R. (2012). A conceptual model for empowering bank & apos; s human resources: A
case study of Tejarat bank of Iran. Management Science letters, 2(3), 979-988.

Amir Khani, A.H., Darvish, H., Miandari, K., & Sotudeh Arani, H. (2013). The role of spiritual
leadership on empowering employees: A case study of educational system. Management Science
letters, 3(3), 1013-1018.

Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and
practice. Academy of management review, 13(3), 471-482.

Eylon, D. (1998). Understanding empowerment and resolving its paradox: Lessons from Mary Parker
Follett. Journal of Management History (Archive),4(1), 16-28.

Hon, A. H.Y. (2011). Enhancing employee creativity in the Chinese context: The mediating role of
employee self-concordance. International Journal of Hospitality Management, 30(2), 375-384
Honold, L. (1997). A review of the literature on employee empowerment. Empowerment in
organizations, 5(4), 202-212.

Johnston, M. A. (2000). Delegation and organizational structure in small businesses influences of
manager’s attachment patterns. Group & Organization Management, 25(1), 4-21.

Karatepe, O.M. (2013). High-performance work practices and hotel employee performance: The
mediation of work engagement. International Journal of Hospitality Management, 32, 132-140

Matthews, R. A., Diaz, W. M., & Cole, S. G. (2003). The organizational empowerment
scale. Personnel Review, 32(3), 297-318.

Page, N., & Czuba, C. E. (1999). Empowerment: What is it. Journal of extension, 37(5), 1-5.

Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of
Management Journal, 39(2), 483-504.
Shelton, S. T. (2002). Employees, supervisors, and empowerment in the public sector: The role of
employee trust.

Quinn, R. E., & Spreitzer, G. M. (1997). The road to empowerment: Seven questions every leader
should consider. Organizational Dynamics, 26(2), 37-49.

Wilkinson, A. (1998). Empowerment: theory and practice. Personnel review, 27(1), 40-56.

Yuan, C.K., & Lee, C.Y. (2011). Exploration of a construct model linking leadership types,
organization culture, employees performance and leadership performance. Procedia - Social and
Behavioral Sciences, 25, 123-136