Sergio Fernandez (2010), the study reveals that public organizations have been adopting employee empowerment with

the aim of improving performance and job satisfaction and promoting innovativeness. Our understanding of employee empowerment has been hindered by a dearth of empirical research on its uses and consequences in the public sector. Based on Bowen and Lawlers conceptualization of employee empowerment, this study explores the link between various empowerment practices and perceived performance in federal agencies. It is found that empowerment practices aimed at providing employees with access to jobrelated knowledge and skills and at granting them discretion to change work processes have a positive and substantively significant influence on perceived performance. Other empowerment practices geared toward providing employees with information about goals and performance and offering them rewards based on performance are found, however, to have little bearing on perceptions of performance. Said Shaban Hamed (2010) examines that the relationship between role clarity, organizational trust and employees empowerment, the relationship between employees empowerment and job involvement, job satisfaction. The research used a cross-sectional design. A random sample of 862 employees was selected to participate in this research. Selfadministered questionnaires were used in data collection .The results show statistically significant positive relationships between role clarity, organizational trust and employees empowerment, and also a statistically significant positive relationship between employees empowerment and job involvement, job satisfaction. Kelley (1993) distinguished among three types of discretionary empowerment: routine, creative, and deviant, available during the service-delivery process. Routine discretion is implemented when employees select an alternative from a list of possible actions to do their jobs. Creative discretion is present when employees develop alternate methods of performing a task. Deviant discretion, which is not preferred by organizations, involves behaviours outside the scope of an employees formal job description and authority. Thomas and Velthouse (1990) defined psychological empowerment as inherent motivation evident in four cognitions (meaning, competence, self-determination, and impact) reflecting an employees orientation to his or her work role. Oya Korkmaz (2012)Employee empowerment practices are a modern management approach which reorganizes organizations and enables them to be managed successfully. As global competition increases and sense of management rapidly changes, employee empowerment practices are seen as one of the most efficient ways of adaptation to changing conditions. For making use of change in the most efficient way in todays world, employee empowerment practices are no longer a need but have become an obligation. In this study, employee empowerment concept is discussed and, depending on some demographic variables, differences in the perception of employee empowerment are analyzed. It is detected that, among other demographic variables, position and income status create a difference in the perception of employee empowerment. Moreover, it is found out that, depending on behavioral and psychological factors, employees perceptions of employee empowerment differ and psychological empowerment perception is higher than behavioral empowerment. Batool Samangooei (2012),The study was aimed to investigate the impact of organizational factors, supervision style, reward system and job design on psychological empowerment and its dimensions .This study was also aimed to measure the level of employees' psychological

empowerment.Research method was survey-correlation using questionnaire as the measurement tool. Statistical population included all employees of education organization in 19 regions in Tehran (2355 persons). A total of 242 persons from nine regions were selected as sample using the cluster sampling method. Pearson test, one sample t-test, multiplevariable regression and path analysis were used to. Research findings indicate there is a significant relationship among organizational factors, supervision style, and reward system and job design with psychological empowerment. Moreover, employees' psychological empowerment level was higher than the average level and among the above-mentioned factors reward system had the highest impact on psychological empowerment and selfdetermination. Saber Ghorbani , Roghayye Alilou(2012), his study reveals that the factors affecting the empowerment of employees, to provide a development strategy. Hence, in order to gather information, a questionnaire with regard to the concepts derived from the factors affecting the empowerment was used. The statistical population of this survey was all employees of Azad University Sarab branch, 73 people including 26 officials, 5 tentative officials, 38 treaties, and 4 with individual contractor. The research methodology is descriptive surveying and the target type are implicational. The SPSS software used to analysis the data collected via questionnaires and the results of hypotheses analysis indicate that, there is significant relation between factors affecting empowerment (having clear goals, providing information, training, delegating authority, trust, and participative management) and empowerment of employees. Isaiah O. Ugboro(2010),The study is titled Relationship between job redesign, employee empowerment and intent to quit among survivors of organizational restructuring and downsizing. It focused on middle level managers and employees in supervisory positions because survivors of this group are often called upon to assume expanded roles, functions and responsibilities in a post restructuring and downsizing environment. The results show statistically significant positive relationships between job redesign, empowerment and affective commitment. It therefore, provides empirical data to support theoretical models for managing and mitigating survivors intent to quit and subsequent voluntary turnover among survivors of organizational restructuring and downsizing. The implications of these findings, which suggest expanded roles for job redesign and employee empowerment, are discussed.

According to Farzin Farahbod (2011), Empowerment is a new concept that attracted many scholars of management. This concept includes various psychological conditions such as impact, competency, choice, meaning the jobs and trust. Despite rapid changes, technological developments and overt and covert competition in the world is revealed the importance and necessity of empowering more and more. Empowerment can influence on improve development and organizational effectiveness. According to the definition, effectiveness is simply the degree or extent that the organization achieves its objectives. Therefore, this research tries to study the relationship between empowerment and effectiveness in the executive organizations Guilan. Data have been collected among 88 manufacturing companies in Guilan province under 100 personnel. This study shows there is a relationship among employee empowerment and organizational effectiveness in the Guilan executive

organizations and due to positive correlation coefficients it is the direct relationship, i.e., increasing empowerment, organizational efficiency is increased. Also it was shown that between competence, trust, impact, choice, meaningful jobs and competency with the organizational effectiveness there is a direct and significant relationship. i.e., with increment of each of the variables, organizational effectiveness will increase. Randolph (2000) referred to employee empowerment as a means of transferring appropriate and sufficient authority to employees and making resources available to enable them succeed in their jobs, providing them with a conducive environment and proper tools to enable them contribute to the organizational performance at a higher level. The researcher reported that management must help employees achieve these goals by coaching; teaching and enabling them to acquire the right skills for effective performance. According to Vogt and Murrell (1997), employee empowerment (empowerment of individuals, groups, organizations and societies) is a noble, necessary and natural part of human development for the success of multinational corporations operation throughout the world. The researchers further reported that employee empowerment is a technique to enable, to allow or to permit that which, can be perceived as both self- initiated and initiated by other s. That is, the process of empowerment enlarges the power in a situation as opposed to merely re-distributing it. Hopson and Scally (1981) pointed out that empowerment is not an end state, but a process that all human beings experience. That throughout employees lives; an employee will behave in more or less empowered ways depending on his/her level of self-esteem and skill development, tempered by surrounding circumstances. That is, the practice of employee empowerment has been toughened as a panacea for improving organizational performance through enhanced employee motivation, morale, satisfaction, organization commitment and innovation, thus leading to favourable organizational performance. It involves a creative act that frees a person, a group, an organization, and even a total society, to behave in a new way. Becker and Gerhart (1996) says that strong commitment to the organisation on the part of employees would lead to a favourable organization outcome. Other researches on organizational commitment have recently shown that individuals form different strengths of attachments towards an organization, supervisor, and workgroup. Therefore, employees will generally be satisfied with their jobs, and will show commitment to their organizations, if they are content with the nature of their work, are involved in organization decisions, are satisfied with their supervisor s and perceive current pay policies and future opportunities for promotion within their firm as adequate According to Robert et al. (2000), MNCs originating from high power distance culture countries, especially Asia and Japan, where employee empowerment is low, the performance level is likely to be low since the employees may not have the power to make decisions. In addition, high power distance culture inhibits direct involvement in decision making. Randolph (2003) believes that empowerment is not only "giving power to the people to decide" but he believes empowerment is intelligent decision-making powers to help the company to perform the effective activity. So, in practice, he knows empowerment as indulge organizational power and believes that people should be helpful with knowledge and internal motivation.

Thomas and Velthhouse (1990) believe that the concept of empowerment cannot be defined with one later. They express "psychological empowerment" as a process that increases the job internal motivation that includes four areas such as Impact, competency, choice and meaning and they enter this issue for the first time in management literature. Then Whetten and Cameroon (1998) also confirmed Thomas and Velthhouse (1990) empowerment four dimensions and then Spreitzer (1995, 1996) have also added the trust dimension to it. Thus, Psychological empowerment dimensions, including impact, competence, choice, meaning and trust.