Effect of Employees Empowerment in Achieving Reality and Reducing Turnover in the Jordanian Industrial Companies

This research aimed at finding out effect of the empowerment in employee’s reality and reducing turnover in the Jordanian industrial companies. Study sample consisted of those who occupy the supervisory and administrative jobs in the industrial companies in Amman city, there number (250) individuals divided into categories. (250) questionnaire was distributed for the analysis. and (200) were retrieved by (80%), and after testing the questionnaires for their validity for the statistical analysis (29) questionnaires were excluded for their invalidity for the statistical analysis process, so the total number of the valid questionnaires became (171) questionnaires.The study reached the follow: The presence of a linear relationship between the empowerment variables (Training, providing the required information, delegating the authority, and participation), and the employees reality variables and reducing turnover (customers services, customers loyalty). The researcher recommended a number of recommendations, the most important: The work to disseminate the empowerment culture between the employees in the Jordanian industrial companies through enhancing the organizational values and traditions that motivate for achieving that goal.


Introduction
Empowerment concept became the interest of researches from different domains to implant the responsibility spirit in the employees, and to show the effect of empowerment in improving the organizational performance and its effect in the organization through motivating them and engaging them in the decision making process, in addition to building Business and Economic Research ISSN 2162-4860 2019 trust between the management and the employees.
Employees performance and their presence at work without absentation is considered one of the topics that include the strategic dimension for the work to achieve the objectives of the organization through the distinguish performance so the outputs of the performance to be performance aspect and the reason for the organization survival, growth, and enhancing its competitive advantage.
There are many reasons for employee turnover, such as work conditions, weekly and annual vocation, job security and work-life-balance. Wheelen and Hunger (2008) see performance as "The final result of the organization's activities", it represents an occupational behavior aims at accomplishing the works by the employees.
Referring to the empowerment, it means giving the employee, the freedom to act and achieving the participation in the decisions making, and through empowerment trust emerges and expanding the flow of information, increasing the opportunities for understanding and dialogue.
From this point this research comes to find out effect of empowerment in employees reality and reducing turnover in the Jordanian industrial companies

Objectives of the Research
-To find out the relationship between employees empowerment and employees reality and reducing turnover in the Jordanian industrial companies.
-To show effect of employees empowerment in employees reality and reducing turnover in the Jordanian industrial companies.
-To find out if there is an effect of the empowerment variables in the performance (customers service and customers loyalty).
-Determining if there is a linear relationship between empowerment variables (Training, giving the required information, delegation the authority and the participation) and employees realty and reducing turnover variables at significance level (a<0.05).

Importance of the Research
Importance of the research stems from dealing with a problem that has not received the due interest by the researchers and the executives in the organizations, represents in investigating effect of empowerment in the employees reality and reducing turnover.

Research Problem
Empowerment is one of the tools that helps to develop the skills of employees in business organizations and increase their level of loyalty to these organizations, which contributes to building leadership and improving human resources and enhance their abilities ISSN 2162-4860 2019 Al-Rasheedi(2011).

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Also, the previous studies that had addressed the empowerment topic did not show sufficiently the nature of the relationship between effect of employees empowerment in employees reality and reducing turnover. Therefore, this study was used to measure the impact of empowerment in reducing the turnover of workers in business organizations, especially in industrial companies.

Research Questions
This research aims at answering the following questions:  Is there a relationship between the employees empowerment and their reality and reducing turnover?
The researcher has built this model referring to studies conducted by:

Research's Terms
Empowerment: It means giving the employees the authority in setting their goals and making the decisions and solving the problems in the range of their responsibilities and authorities (Lee, 2012).

Performance Reality and Reducing Turnover:
The outputs the organization seek to achieve at the short and long terms (Morgan et al, 2009). ISSN 2162-4860 2019 Customers Loyalty: Are the organization assets who provide the company with fixed income (Sorina, 2009).

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Customers Service: It represents in the method and way in dealing with the customers (Al-Jareeri, 2006).

Theoretical Frame and Previous Related Studies
Empowerment can be defined as one of the means of the modern management, to encourage the individuals to hold the responsibility in the decision making, and achieving that through delegating the authority to lower administrative levels in the organization (Lee, 2012).

Benefits of Employees Administrative Empowerment
Through the empowerment literature. Two general trends for empowerment in the work environment were determined:  The communicative trend through organizing the communication between the employees in the employees, and the motivational trend through providing the incentives to the employees.
It is believed that empowerment occurs when the top levels in the organizational structure engage the lower levels in the authority (Moke, 2012).
Administrative empowerment guarantees reality of the performance, and better utilizing the human resources, making the work more value and meaningful, and more motivating.
Al-Rasheedi (2011) suggested the following means to be used to empower the employees:  The management trust in the employees abilities.
 Management high expectations and hopes about the employees capacities and level of their performance.
What is the effect of empowerment in employees reality and reducing turnover?
 Allowing the employees to contribute in the decision making process.
 Proving the employees the freedom and autonomy in selecting the way they see to execute their works.

Basics of the Administrative Empowerment
1. Employees Education: Every employee should be educated in the organization because education leads to increase the employees effectiveness which in turn leads to its success.

Motivation:
The management should plan how to encourage the subordinates to accept the empowerment idea, and to show their vital role in the organization success through the awareness and the orientation programs. ISSN 2162-4860 2019 3. Respect:Respect is the core of the empowerment, it is the belief that every employee in the organization is able to contribute in it through developing and innovating his work.

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Steps For Employees Empowerment: Since training is an elaborated way aims at equipping the individuals with the required skills in order to achieve the assigned to them tasks.

Importance of Training
Importance and benefits of training reside in three basic sides: 1. Increasing productivity and improving the organizational performance.
2. Training contributes to the creation of positive internal and external attitude toward the company.
3. Training is necessary for the companies at the administrative levels, because there is no way for development except through the interest in the training processes (Abbas & Ali, 2011).
Organization might face obstacles in the empowerment application, including the follow: 1. Lack of the desire for the change.
2. Middle management for of loss of the jobs and the authority.
3. Employees fear of accountability.

Importance of Customer Loyalty
Importance of the organizational loyalty for the individual emerges from feeling belonging to something important in his life, it represents in merging, love and trustworthy the individual shows towards something important to him.
Organizational loyalty is considered one of the prominent aspects in the organizations, because of its effect in the performance of the organizations and the employees, through ISSN 2162-4860 2019 placing the public interest infront of the personal interest (Al-hathlool, 2008).

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Some of the factors helping in developing the customer loyalty include satisfying the employees' needs, their need for security and feeling the assurance in the organization, they seek to be appreciated and loved and belong to the group, and to achieve self-actualization, because the organization that does not help them to satisfy their needs will find no stability place for them (Al-Awad& Al-Haran, 2009).

Literature Review
1. Al-Fallaq& Ben Nafla (2011). Study entitle "Effect of the Administrative Empowerment in the Employees Creativity" case study of the Jordanian telecommunication Group.
The study aimed to find out the theoretical concepts relating to the managerial empowerment and managerial creativity, and level of the managerial empowerment.
The study reached that level of applying the managerial empowerment was medium, and the dimensions forming the prevailing managerial empowerment are: delegating the authority, training, effective communication & employees motivation.
2.Al-Rasheedi (2011) study entitle "Effect of the Psychological Empowerment in achieving the competitive advantage: Field study on the Kuwaiti insurance companies".
This study aimed to find out the reality of the psychological empowerment in the Kuwaiti insurance companies, and to know its effect in achieving the competitive advantage, study population consisted of the Kuwaiti insurance companies, the number of the retrieved questionnaire was (114) questionnaires after analyzing the data, the study reached the following results: The presence of effect of all psychological empowerment dimensions (influence, eligibility, work value and autonomy) in achieving competitive advantage, and the absence of differences with statistically significance at sig level (a<0.05) between means of the study individual answers towards the competitive advantage attribute to the employees' demographic and job variables. (2012) study entitle "Using old stuff in New ways: Innovation as A case" aimed to find out the nature of excellence and the mechanism through which emerges the institutional creativity" the study reached the results that creativity emerges from the development in knowledge and the present experience, and using them in new ways to solve the production and marketing problems in the companies, and to satisfy the employees, social and psychological needs.

3.Sanjar& Levin
4.(Ogden, 2012) study entitle "Empowerment and Accountability: Evidence from the UK"This study aimed at giving a comprehensive perspective about effect of empowerment by disclosing the managers perception about what controls empowerment, and effect of empowerment in their experiences in accountability of their subordinates, the questionnaire were distributed to the manager and the use of the interviews in the UK. empowerment concept, and accountability plays more important role in the future in encouraging the employees to engage in the managerial empowerment process.

5.Research Methodology
This research is a descriptive analytical relational research method, which is considered relevant to provide accurate picture and adding facts and knowledge's which help in understanding what the research aims to achieve.
The researcher has referred to the related previous studies, references and different periodic which have addressed the topic of the present research in an attempt to enrich the research's theoretical frame.
The using the field survey on a sample of supervisors and administrators, with the use of the questionnaire which has been developed for the research's purposes.

Study Population and Sample
Study population consisted of those who occupy the supervisory and administrative jobs, their number (250) individuals in the Jordanian industrial companies, while the study sample was consisted of (250) individuals.

Analysis Unit
Analysis unit consisted of those who occupy the supervisory and administrative jobs (250) individuals divided into the following categories as seen in table 1. (250) questionnaire were distributed, and (200) were retrieved by (80%), and after testing the questionnaires for their validity for the statistical analysis (29) questionnaires were excluded for their invalidity for the statistical analysis process, so the total number of the valid questionnaires became (171) questionnaires by (85.5%) from the total of the retrieved questionnaires.

Research Instruments
1. Secondary sources, by referring to the secondary data represent in the books, Arabic and foreign related sources.

Primary sources:
To process the analytical sides, data was collected through the questionnaire which has been developed by the researcher as the main instrument for ISSN 2162-4860 2019 the research, using (Five-point-Likert Scale), and then using the statistical program (SPSS. Ver. 21).

The Used Statistical Treatment
-Frequencies and percentage. -Means.
-Cronbach Alpha coefficient to measure stability of the questionnaire, and value of the internal consistency and degree of the answers validity to the questionnaire's items.
-Multiple Regression Analysis.  Table 2 clarifies a description of the answers of those who occupy the supervisory Jobs on the clauses related to the training dimension.

Research Results
Their means ranged between (3.20-3.80), and the highest mean was for the clause (1), with mean (3.80) and standard deviation (0.87), and the lowest mean was for item (7) with mean (3.20) and standard deviation (1.16), the general mean for the dimension reached (3.53) on likert five point scale.  Table 3 shows description of these who occupy the supervisory jobs on the items related to the dimension delegating the authority.
Since the means ranged between (3.08 -3.63), and the highest mean was for the item (8), which its means (3.73) with standard deviation (0.880) and the lowest mean was for item (10), with mean (3.08) and standard deviation (1.079), and the general mean for the dimension reached (3.50) which indicates at a medium level of the dimension delegating the authority. ISSN 2162-4860 2019  Mean and standard deviation for the dimension giving the required information. Table 4 shows description of these who occupy the supervisory and managerialjobs on the items related to the dimension giving the re1uird information, since the means ranged on this variable between (3.38-3.84), and the highest mean was for item (14) with mean (3.84) and standard deviation (0.838), and the lowest mean was for item (18) with mean (3.38) and standard deviation (0.989), and the general mean for the dimension reached (3.65) on likert five points scales.  Table 5 clarifies the responses of those who occupy the supervisory and administrative jobs on the items related to the dimension participation, the mean ranged between (3.21-3.50), the highest mean was for item (25) with mean (3.50) and standard deviation (0.929) and the lowest item was number (23) with mean (3.21) and standard deviation (0.983), and the general mean for the dimension reached (3.36), indicate at medium level of the participation dimension.  Table 6 clarifies description of those who occupy the supervisory jobs on the items related to the dimension the organizational performance, since the means ranged for this dimension between (3.58-3.91), and the highest mean was for item (25), which its means was (3.91), and with standard deviation (0.788), and the lowest mean was for item (33) with mean (3.58) with standard deviation (0.993), and the general mean for the dimension reached (3.74) with standard deviation (0.75).

Research Hypothesis
Ho1: There is no linear relationship between empowerment variables and employees reality and reducing turnover variables at significance level (a<0.05).
Ho2: There is no effect with statistically significance of the empowerment variables in employees' reality and turnover variables.
Ho3: There is no effect of the empowerment variables in employees reality and reducing turnover (customers service and customers loyalty).

First Hypothesis
Ho1: There is no linear relationship, giving the empowerment variables (Training, giving the required information, delegating the authority, and the participation) with the employees reality and reducing turnover (customers service and customer loyalty) at significance level (a<0.05).
To test this hypothesis, the Canonical, correlation Analysis has been used.  Table 7 clarifies this relationship between empowerment variables and employees reality and reducing turnover, the results showed the presence of a relation between the empowerment variables and employees reality and turnover reduction, the canonical correlations ratios between empowerment dimensions with employees reality and turnover reduction reached (0.49, 0.49, 0.60, and 0.67) since participation has the highest R 2 and the organizational performance R 2 on empowerment reached (0.57, 0.56), this indicates at the close R 2 for employees reality, and turnover reduction.
The canonical correlation coefficient between the research's independent variables and the dependent variables reached (0.74).
It is possible to infer fro the results the presence of a linear canonical relationship between the empowerment variables and employees reality and turnover reduction at (a<0.05).

Second Hypothesis
For Ho2: Results showed the presence of effect with statistical significance of the administrative empowerment variables in the variables employees reality and turnover reduction.

Third Hypothesis
Regarding Ho3: Results of the stepwise multiple regression correlation coefficient showed that the coefficient for the research's independent variables collectively reached (54%), while the contributions of the administrative empowerment variables individually for the variables (participation, training and giving the required information) were (1%m, 6%, 87%)m, and all (E) statistical values were significant at sig. level (a<0.05), while delegating the authority its values did not reach influence sig. level which means there is an effect with statistical significance between the administrative empowerment variables in the organizational performance.
This result indicates that the participation dimension as one of the empowerment dimensions its influence value individually was (0.06) on the organizational performance, and (0.47) in the employees reality and turnover reduction. ISSN 2162-4860 2019