Strategic human resources management practices, leadership style, and employee empowerment

Abstract

The research on the relationship between SHRM practices, leadership style, and employee empowerment was inspired by the need to examine the impact traditional HR and leadership style had on employee empowerment in public organizations. The research used a cross-sectional survey research design. With a sample size of 206 respondents, questionnaires were administered to respondents who were categorized into either employees or managers. Pearson‟s Product Moment correlation coefficient was used to determine the significance of the relationships in the study variables, whereas Regressive analysis was used to predict the extent to which SHRM practices and leadership style could predict employee empowerment. The findings revealed a moderate correlation between SHRM practices and leadership style. There was also a moderate correlation between SHRM practices and perceived competence, though the correlation between SHRM practices and perceived control was found not to be significant. Additionally, perceived control and transformational leadership had no significant correlation, yet it had a moderate correlation with transactional leadership. The findings also revealed a moderate correlation between perceived competence and leadership style. Finally, the findings revealed SHRM practices as the best predictor for employee empowerment (competence). It was recommended that public organizations embrace SHRM practices as a tool for enhancing employee empowerment in their organizations and pay particular attention to perceived employee competence since it was a strong predictor for SHRM practices.