Elaborate the following paragraph of an article Organizations of today are facing fierce competition, and almost all of them wanted to be competitive, which is not possible without extra contribution from employees (Eisenhardt, Furr, &Bingham, 2010). It is also a fact that almost every organization has few broken employees, who refused to go the extra mile with their organization or refuse to help their colleagues at the time of need. However, management and leaders can make them go the extra mile and help their colleagues by enhancing their organizational citizenship behavior (OCB). Organizations, by empowering its employees, may get competitiveness as it creates a cooperative environment where employees willingly help each other and perform extra for the accomplishment of their organizational goals(Islam & Tariq, 2018). This study argues that empowerment is the reason behind not going the extra mile and refusing to be the helping hand for their colleagues. The construct “empowerment” remained a debatable topic among researchers as some of them have directly linked it with organizational performance (Chen, Kirkman, Kanfer, Allen, &Rosen, 2007; Seibert, Silver, & Randolph, 2004; Spreitzer, Noble,Mishra, & Cooke, 1999), while others called it an illusion and“emperor’s new clothes” (Argyris, 1998). Argyris (1998) further added that empowerment is not a guarantee to promote organizational values as it is prevented by some individual and organizational variables. This is because a school of thought casts doubt on the empowerment construct (Argyris, 1998; Forrester, 2000;Malone, 1997; Marquet, 2015). Suffice to say, empowerment has aless organizational effect because either employee willingly does not want to be empowered or management does not want their employees to be empowered. The contradictory arguments about the association between empowerment and contribution of employees to organizational performance raise many questions. Therefore, this study aims to shed light on the hidden facts that because of lack of desire, and perceived or real deficiency to be empowered, employees may not perform beyond their formal job descriptions even like an average employee. Quinn and Spreitzer (1997, p. 41) defined empowerment as a“mindset that employees have about their role in the organization” ora psychological experience, therefore, not possible for the managers to do. This means that empowerment is all about developing employees’ belief about authorization and capable of producing meaningful outcomes instead of telling them they are empowered. Empowered employees become ready to perform beyond their formal job descriptions (Cole, 1995; Gupta & Rathore, 2020; Spreitzer, 2007),and they ready to go the extra mile.

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