Empowerment, Contextual Project Performance & Job Satisfaction A Case Study of the Nasir & Co a Pakistani Project contractor


  • Yasir Khan
  • Mukharif Shah
  • Muhammad Shafiq Gul
  • Darwash Muhammad


Job satisfaction, empowerment and performance


The purpose of this study was to examine the relationship between job satisfaction among project
employees as well as the relationship between employee empowerment and contextual
performance behaviours. Many managers and researchers stress that the most important tool for
an enterprise to achieve a competitive advantage is its staff and must be involved and effective in
order for the business to attain productive employees. It was suggested that performance in the
design and construction industry is attributed to customer satisfaction, arising from the
employee's overall job satisfaction. Most of the initiatives are aimed at inspiring their workers to
deliver better quality service. However, situational performance patterns are also common
practice when workers have a wide range of tasks and duties. Both empowerment and contextual
performance behaviours are thus seen to provide overall job satisfaction. The research approach
used was that of a single case study, using a survey instrument to collect data on facets
empowerment and contextual performance behaviours. The Nasir & Co. as sample were used for
this purpose. The data collected were then analysed by way of factor analysis and multiple
regression methods to validate the hypotheses formed in the theoretical framework. Based on the
results of the analysis, the majority of the hypotheses were supported. Training and rewards
showed a significant relationship with overall job satisfaction. Job dedication behaviours also
showed similar results. In addition, information sharing and trust and training and rewards proved
to have interrelationships as facets of empowerment. Interpersonal facilitation and job dedication
behaviours were also proved to be distinct behaviours within contextual performance.







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