The Influence of Power Distance on the relationship between Employee Empowerment and Empowerment Outcomes in Multinational Corporations in Kenya

Abstract

A number of studies indicate that employee empowerment leads to increased organizational performance. To most researcher s, empowerment is the perfect panacea for success in organizations. The main objective developed for this study is to determine the extent to which power distance moderates the relationship between employee empowerment and empowerment outcomes. Data for the study was collected using a questionnaire which contained measurements of power distance, employee empowerment and empowerment outcomes (employee commitment, job autonomy and job satisfaction). The questionnaire consisted of a Likert type scale ranging from 5 – very great extent to 1 – not at all. A census study of 60 multinational corporations operating in Kenya was conducted. The response rate was 65%. That is, 39 firms were interviewed. Data was analyzed using descriptive statistics. Multiple regression analysis was further conducted and the results showed that the relationship between employee empowerment and empowerment outcomes was moderately significant (r = 0.652, p < 0.01). This implied that power distance moderated the relationship between employee empowerment and empowerment outcomes.