Empowering Employee Work Behavior and Leadership Style on Job Performance - Dissertation Example

This study is intended to provide valuable insight on human resource strategies and their relevancy to employee empowerment in diverse organizational cultures. By analyzing the results of employee and administrator surveys, the research will prove that positive relationships between management and the worker are mutually inclusive of increased job performance and employee retention. An Abstract of The Interaction Effect of Empowering Employee Work Behavior and Leadership Style on Job Performance by Student Name Submitted to the Graduate Faculty in partial fulfillment of the requirements for the Doctor of Philosophy Degree in Economics The University June 2013 Recruitment, retention, and the motivation of top performing employees have been ongoing challenges for employers.

In the past, business entities relied upon the principles of their predecessors to structure human resource management plans through traditional styles of leadership. Today, diversity in the workplace has evolved into one of the most significant topics for businesses’ management of human capital.Workplace diversity is the foundation for conflict in regard to communication and the attainment of the best fit in human resource management. Behavioral theorists have used psychoanalytic research to find proven methods to obtain positive productive behaviors.

When an organization’s leadership styles promote employee empowerment, the level of job performance increases.   In 1938, the United States Fair Labor Standards Act was passed that set the national minimum wage to $0.25 per hour (USDL, 2013). The long term necessity of government regulation of Labor and Wage issues is evidence that not all agencies view the employee as the organization’s most valuable resource. Conversely, the perceptions that the employee has towards its employer are reflected in output and longevity.

  It is incumbent to understand the internal, driving, intellectual and psychological forces of employee and organizational development that dictate the success or failure of a leadership style (Anderson, 1988). At the crossroad of self-interest, an optimal strategy for excellence by maximization of employee job performance is a result of conceptualisms that integrate organizational culture and leadership strengths with employee empowerment. Effective leadership and high level job performance do not occur randomly or instantaneously.

These outputs occur when an appropriate ratio of productive inputs work together in an organization, over time. The success of an agency depends heavily upon the collective effort of the managerial staff and the employees. However, high job performance should not be associated with profits and surpassing the competition. In industries such as medical and aviation, a lack of superior job performance not only affects ratings and profits, but also the human life. Traditional management theorists focused upon Quality and Value as foundations for Management Models.

According to Michael Winder (1994): “In a world in which major management fads are greeted with suspicion and a life cycle of less than a decade, quality was seen as a refreshing bright spot on the horizon. It appeared to have some permanence”.The forces that drive corporate progression include the implementation of plans that address culture and diversity, changes in the agency and industry, and in the economy.