We use cookies to ensure that we give you the best experience on our website. By continuing to browse this repository, you give consent for essential cookies to be used. You can read more about our Privacy and Cookie Policy.

Durham Research Online
You are in:

How willing/unwilling are luxury hotels' staff to be empowered? A case of East Malaysia.

Kele, A. and Mohsin, A. and Lengler, J. (2017) 'How willing/unwilling are luxury hotels' staff to be empowered? A case of East Malaysia.', Tourism Management Perspectives, 22 . pp. 44-53.


Empowerment is widely viewed as a dynamic concept to improve service quality and operational efficiency in the hospitality industry. The most effective approaches to empowering employees are not always clear. This paper contributes to the literature by seeking to understand the underlying factors that motivate and demotivate employees' willingness to become empowered. Qualitative data was collected through 22 semi-structured interviews with managers, supervisors and employees of four and five-star rated hotels in East Malaysia. In addition to the expected factors such as employees' acquired knowledge and psychological empowerment, employees' values and beliefs were also found to influence their willingness to become empowered. These findings are important in understanding employee perspectives of empowerment practices in operations contexts of East Malaysian luxury hotels.

Item Type:Article
Full text:(AM) Accepted Manuscript
Available under License - Creative Commons Attribution Non-commercial No Derivatives.
Download PDF
Publisher Web site:
Publisher statement:© 2017 This manuscript version is made available under the CC-BY-NC-ND 4.0 license
Date accepted:20 January 2017
Date deposited:07 September 2017
Date of first online publication:27 January 2017
Date first made open access:27 January 2018

Save or Share this output

Look up in GoogleScholar