Content uploaded by Mohammad Hammadat
Author content
All content in this area was uploaded by Mohammad Hammadat on Jan 28, 2020
Content may be subject to copyright.
Content uploaded by Mohammad Hammadat
Author content
All content in this area was uploaded by Mohammad Hammadat on Jan 28, 2020
Content may be subject to copyright.
Content uploaded by Akif Lutfi Al-Khasawneh
Author content
All content in this area was uploaded by Akif Lutfi Al-Khasawneh on Oct 16, 2016
Content may be subject to copyright.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
48
The impact of the delegation of authority on employees'
performance at great Irbid municipality: case study
Hamdan Rasheed Al-Jammal
Associate Professor, Department of Financial & Administrative Sciences
AL-Huson University College, AL-Balqa' Applied University, Irbid, Jordan
Akif Lutfi Al-Khasawneh (corresponding author)
Associate Professor, Department of Financial & Administrative Sciences,
AL-Huson University College, AL-Balqa' Applied University, Irbid, Jordan, P. O. Box 50,
AL-Huson, 21510, Jordan
Email: akif_khasawneh@yahoo.com
Mohammad Hasan Hamadat
Assistant Professor, Ajloun University College
AL-Balqa' Applied University, Ajloun, Jordan, P. O. Box 33, Ajloun, Jordan
Doi:10.5296/ijhrs.v5i3.8062 URL: http://dx.doi.org/10.5296/ijhrs.v5i3.8062
Abstract
The study aimed at identifying the impact of the delegation of authority on employees'
performance at great Irbid municipality. It has constructed on measuring the impact of
delegation on efficiency, effectiveness and empowerment. Sample of the study represented by
employees in which they are embedded in central and executive management through a
random sampling reached to (200) employees from total (1500). The sample was used as a
tool for achieving the results. After applying Alpha measurement, it has been shown that
validity was (82%). Means, standard deviation, percentages, (T-test), and Cronbach Alpha
test were used and applied.
The results of the study have shown that there is a statically significant for delegation of
authority on efficiency, effectiveness and empowerment of employees' performance at great
Irbid municipality.
The study has recommended in the need to activating administrative delegation authority of
employees in Great Irbid Municipality (GIM). Also, increase the level of delegation to be
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
49
corresponded with the value of tasks in order to promote functional performance. Moreover,
improving administrative delegation of authority in which effect on employees' satisfaction,
employees' empowerment to implement tasks individually without asking high management.
This method will save time and effort. It will also offer service for customers rapidly and
directly.
Keywords: delegation of authority, employees' performance, effectiveness of employee'
performance, efficiency of employees' performance, empowerment of employees'
performance.
1. Introduction
Delegation of authority is one of modern trends practiced by managers. It is function stands
out contributing and increasing the level of motivation of employees and achieving positive
returns for (an organization with a manager) and (an employee with a customer) both. On the
level of an organization, it achieves competitive advantage, knowledge inventory, increases
the level of productivity and speed in finalizing tasks effectively. On the level of manager, it
alleviates functional burdens, gains employees' satisfaction and builds cooperation and trust
between manger and employees giving a chance for manger to have full-time for realization
more important work. So, it reduces physical and intellectual efforts exerted by manager and
other employees. On the level of an employee, it works on achieving functional
empowerment, constructing alternative and administrative leadership, making employees feel
self-confidence and motivation for Excellency in performance. On the level of customer, it
meets the needs of customers rapidly, delivering or providing the service will not be delayed
due to delegation authority. Giving the customer a higher level of care and attention,
building customer's perceived and creating loyalty and mutual respect for an organization
and production in which the organization produced.
It can be said that method of delegation authority becomes inevitable issue for every
organization whether in public or private sector. It is not optional due to many reasons has
connected and brought developments and changes to the organizations including that
(increasing its size and diversity of its products, multiplicity of its products and spread of its
branches in different geographical zones and different local, regional and international levels.
Managers have been imposed for the necessity to have a way for helping them in facilitating
business affairs and alleviating the burdens in which they aren’t tolerated, implemented and
controlled by a manger. From other hand, different social and environmental transformations
at organization have been changed since of classical school that was differentiated by
centralism and subjecting to orders of mangers without reluctance. Implementing processes
and procedures become more flexible, and free due to employees. The results of applying this
principle has helped employees to be enhanced, imposed different functional rights for
them, and necessity to transform from dictatorship to democracy associates with modern
trends of management and employees' desires and wishes. In addition, managers will be able
to maintain their job position and preserve the process of facilitating business affairs,
employees' loyalty, enabling to be remained and achieving performance efficiency.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
50
1.1 Statement of the Problem
It stands out reality of phenomenon of delay in delivery of services to citizens, reviewers and
routines from perspective of researchers based on thoughts of customers in order to obtain
variety services, functional job methods and technical tasks done by employees of Great Irbid
Municipality (GIM), which leads the capacity to absorb a long time with customers and
reviewers to obtain the required services. The results will be accumulation of business affairs
on citizens and wasting time and effort of employees and customers. The question of what
is the impact of authority delegation on employees' performance due to efficiency,
effectiveness and empowerment has been emerged.
1.2 Objectives of the Study
The present study aims at identifying the impact of the delegation of authority on employees'
performance at great Irbid municipality. It has constructed on measuring the impact of
delegation on efficiency, effectiveness and empowerment.
1.3 Importance of the Study
it lies on the importance of the topic related to delegation authority from high management to
lower managerial levels of employees at Great Irbid Municipality. Studying such
phenomenon discovers the level of centralism and decentralism applied in management of
municipality affairs in which a lot of work and different services are implemented for local
community and citizens due to increasing the level of service, performance and speed. This
matter is going to achieve a higher level of satisfaction and loyalty to customers. Delegation
authority reflects positive returns achieving efficiency, effectiveness and empowerment. In
addition creating alternative leadership, trust, cooperation between functional high and
medium levels or between employer and employees.
1.4 Study Variables
The study includes two basic and significant variables:
Dependent Variable: Impact of delegation authority practiced and applied by
high management.
Independent Variable: Employees' performance measured by three
elements (efficiency, effectiveness and empowerment).
1.5 Study Hypothesizes
Three hypothesizes were included:
1. There is no statically significant for the method of delegation authority on functional
efficiency of employees.
2. There is no statically significant for the method of delegation authority on functional
effectiveness performance of employees
.
3. There is no statically significant for the method of delegation authority on functional
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
51
empowerment of employees
.
1.6 Operational Definitions
Delegation Authority: Waiving some administrative levels on powers and authorities for
lower functional levels to help them in completing quests in order to providing services easily
and rabidly for customers and benefices.
Employees' Performance: Level of efforts and achievements exerted by employees. It can
be measured through following elements:
Functional Efficiency of Employees: Employees' capability on completing quests
authorized perfectly guarantee speed and accurate in addition, it saves time and
efforts. Moreover, it increases level of quality in performance.
Effectiveness Performance of Employees: Employees' capability on completing
quests authorized creatively guarantee increasing in level of performance and
cooperation among job levels in completing quests and adopting with conditions
of different at organization.
Functional Empowerment of Employees: Acquisition the skills and additional
knowledge for employees in order to increase and raise levels of self-trust. It gives
them capability to complete quests authorized and customers' services directly
without asking the director.
1.7 Methodology
1.7.1 Study Method: Descriptive approach was applied depending on empirical method
through process of data collection.
1.7.2 Study Sources (references): Two sources have been applied in data collection and they
were:
Secondary: They were collected from relevant references and depending on
traditional and electronic libraries, getting benefits form contents such as textbooks,
literature review (previous studies) and journals.
Primary: A questionnaire designed for the purposes of the study in which it
corresponds its variables for data collection related to employees working in Great
Irbid Municipality (GIM) in northern region of Hasmite Kingdom of Jordan (HKJ).
1.7.3 Study Population
It was consisted of employees working in GIM in northern region of Jordan. They reached
(1500) distributing on different sites of Irbid. However, the study was focused on middle and
executive functional levels. Employees of lower levels have been expected.
The researchers have selected random sample reaching to 200 employees and distributing on
them. (166) of questionnaire were considered retrieval and (6) weren’t appropriate for data
analysis. The final result was (160) forming 80% of study population. It is a high percentage
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
52
and it allows generalizing the results (Sekaran, 2006).
Likert Scale was used for questions measurement. It was divided into (highly agree, agree,
don’t know, don’t agree and highly don’t agree).
1.7.4 Data Collection
The questionnaire was applied for data collection related to the questions and the objectives
of the study. It was divided into two parts:
First Part: it includes demographic features (gender, experience and qualification).
Second Part: it includes paragraphs measuring impact of the delegation of authority
on employees' performance. (1-6) measures due to effectiveness. (7-14) measures due
to sufficiency. (15-21) measures due to empowerment.
1.7.5 Reliability and validity of the questionnaire
Researchers show questionnaire to arbitrators who have long experience in academic field
and they were specialized in business administration and statistics. In the light of that, all the
modification has been conducted according to paraphrasing, development to be achieved
accurately and clearly.
1.7.6 Data Analysis Method
SPSS was used and means, standard deviations, percentages, frequencies, T-test and
Cronbach Alpha equation were calculated and extracted.
2. Theoretical framework
Delegation of authority is a must in succeeding the operations of the management to grantee
the outcomes. So, in this case high management authorizes some of its responsibility to
executives in the fields of human resources. Furthermore, necessity of authority delegation
has appeared due to the reasons of development in technology, its reflection to managerial
developing, and business diversity of an organization. Also, it is hard to implement all tasks
and whole business by employees without taking support and encouragement from high
management. In this case authority delegation is considered a response for requirements of
democratic system allowing to managers in all levels to participate in decision-making to
perform managerial business and division of work.
Perhaps the most important point should be taken into consideration is that administrative
work focuses on defining the responsibility of an employee before the employer while using
authority delegation. An employer cannot evade his responsibility related to organizational
activities despite of Responsibility isn’t able to be authorized (AL-Shrqaui, 2002).
The right of dispose and take decisions in a specified range extent required to accomplish
certain tasks. Dent has entrusted with certain administrative powers for some of aides who
trust them and delegated authorities that enable them to act for the performance of these
terms of reference efficiently and effectively (Hashim, 2001).
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
53
It also means that the manager determines tasks that have to be implemented by one of his
employees and given necessary authority to do this work. In this case employer is still
responsible on decision-taking, issuing rules, instructions and regulations.
Dessler (2006) has defined it as "it is an authority transportation form high management to
executives".
Lutgans & Hodgetts (2004) said about it “it is a process of distributing tasks and authorities".
Authorization is the process in which manager is commissioned his staff to perform some
work that related to his liability and perform some tasks that aren’t embedded by risk effect
on the institution (Fleih & Abd AL-Majeed, 2005).
Authorization can be defined as a distribution right of dispose and make decisions in a
specified range and to the extent necessary to accomplish certain tasks entrusted manager has
some powers to his assistants and give them the necessary authority to perform these tasks
(AL-Ali & Mosawi, 2001).
From mentioned above, authorization is granting a part of authority for specific employee or
teamwork to perform particular tasks. They also take into consideration the responsibility of
implementing the work.
On the other hand, authority can be defined as acquired right in issuing commands in which
job grants for the employees (ALaqi, 1996). It was also defined as the right granting to an
employee enabling him for directing the others and issuing rules and obligations that must be
followed (Makawi, 1995).
Authorization is a permit to perform the work and the employer has ensure that authorization
includes achieving the work needed and committing mistakes because the employee is
responsible to perform work and achieve it correctly and appropriate way. In this case, many
managers prevent authorization for many reasons including employees distrust, knowing the
way to achieve work and perform it effectively. They are seeking to satisfy managers by
feeling that management desires from the to perform the work and control on all matters.
2.1 Terms of Authorization
1. Authorization shall be partly not total for all kinds of authority whether the
multiplicity of commissioner.
2. Authorization decision shall be declared.
3. Authorization shall not be occurred with delegated authorized.
4. Authorization shall be expressed as situated by the law, if not authorization may be
expressed verbally or by telephone.
5. Authorization is prohibited in the text which should not be authorization in particular
competence it has been explicitly or implicitly prohibited by constitutional or
legislative text (Dorah, etal, 2002).
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
54
2.2 Principles of authorization
Many authors such as AL-Helou (2010)., Al-Sheikh, etal (2009) stated that authority involves
main principles, which are:
1. Tasks and duties authorized shall be determined, particular, clear, and explicit. In
addition, authorizations are able to achieve the outcomes.
2. Effectiveness of communications means between employee and employer by
keeping means online among them.
3. Selecting the employee correctly. Ability and sufficient of an employee are considered
the requests of effective authorization.
4. Not to criticize employees, Criticism makes subordinate resist accepting authorization
for additional work. If error has occurred, the imbalance should be explained in the
same way that improves performance in long-run outcomes.
5. Granting an employee sufficient power and authority to perform these duties, as well
as giving him the right to make decisions and issue instructions to carry out the duties
and tasks.
6. Be aware from transforming work between employee and employer.
2.3 Types of authorization
There are different types for the authority such as (Aboqahv, 2003):
Delegated Authorization: it means transmitting the power from high authority to
low authority. In addition, disgorged powers from among the elements of
authorization. Either the party or the authorized person to exercise powers
delegated to the other throughout the duration of the authorization gives the
center Position of the higher authority to the lowest power regardless of the
incumbent or the supreme authority or minimum.
Signature authorization: it is commissioned by the authority of the supreme
authority lower than the signing of some business or administrative decisions
on its behalf. Delegation of signature does not mean giving up the powers.
2.4 Elements of Authorization
Tasks and duties: the manager authorizes a person or a group particular duties
and tasks. These ask may be as image of an activity in which an individual
assigned or objectives have to be achieved by employees. These tasks are
established by the manager in order to authorize the work perfectly.
Authority: the legal right in issuing commands to be achieved and carried out by
employees.
Responsibility: Vowing and commitment of the employee to carry out specific
tasks and duties.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
55
Efficacy: capability to use sources to achieve particular objective (Longenecker
and Pringle, 1984).
This means if the manager owned power, he could give a part of his powers to one of the
workers to perform the functions and duties that are part of its terms of reference to be
completed and when the Commissioner has therefore accepted it becomes responsible for
undertaken and accomplished. Adding to that, Commissioner remains responsible in before
superiors. When the manager authorizes one of the workers, he must interest in capability of
employee to perform the work and ensure if he desires or not.
2.5 Advantages of Authorization
Authorization achieves significant return of the organization with little cost. It
saves time in all management levels, achieves speed in performing managerial
work, managerial flexibility, adopting with different conditions and develop
entrepreneurship of the employees. It also brings new idea and creates wider
area of thinking where the more than one level takes place in achieving
business collectively. So, the outcomes will be improved.
Preparing future leaders to motivate the employees authorized on objective
reasoning, compering and showing results and outcomes. It allows selecting
future managers by conducting appropriate level test for a job vacancy.
Equity and social justice where authorization one of factors of achieving social
justice in which power becomes an element of democracy (Al-Sheikh, etal,
2009).
3. Literature Review
Hashem et. al, (2013) conducted study on the impact of structural empowerment in
achieving psychological empowerment. The study has reached that there is a statistical
significant between availability of structural empowerment representing by delegation
authority, Personality development, participation and Development innovative behavior
on achieving psychological empowerment representing by one's awareness that he holds an
important and meaningful job position, feeling effective, independence and capability to be
effective.
AL-Matouh (2003) studied the role of delegation of authority in achieving the objectives of
organizing. The study has reached that delegation of authority has played a basic role in
achieving business fast. It raises the morale among workers. It allows the chance for building
employees and enables them to alternative leadership and ability to manage organizations.
While the study of AL-Qaryouti (2006) on the feeling job empowerment among managers
of middle management level in Kuwait. The study depended on a random sample reached to
(445) employees represent managers of middle management and they work in public
institutions in Kuwait. The study has reached for different results as following: there are
important factors enhancing feeling in job empowerment, and they differ due to demographic
features of samples participants.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
56
The study of Schriesheim, etal (2008) on the delegation and leadership- member exchange:
main effects moderators measurement issues. Subordinate and supervisor leader-member
exchange (LMX) were examined as correlates of delegation and as moderators of
relationships between delegation and subordinate performance and satisfaction. Raw score
analyses of data on 106 dyads showed both to be significantly related to delegation and to
have similar main and moderating effects for subordinate performance and satisfaction.
Finally, within- and between-groups analyses largely supported the level-of-analysis
predictions of the LMX approach. Implications for future LMX research are discussed.
Wadi (2009) conducted study on the impact of authority delegation on managerial
performance. The study aimed at identifying the impact of authority delegation on workers
performance of Sudan University of Science & Technology (SUST). Sample of the study was
consisted of (60) workers and they were randomly selected. The study have reached for
following results: delegation of authority strengthens human relations among members of the
organization, enhance self-confidence among workers and increase the level of achievement
in tasks and work assigned for workers and speed of implementation.
The study of AL-joqi (2010) on the impact of delegation of authority on the effectiveness of
management decisions. The results of study have shown that the level of applying authority
delegation in yamen Oil Company was low. Also, there is a strong and positive relation
between successes of delegation process and heads' sufficiency. The company has sought for
achieving its objectives in the light of taking effective decisions. In addition, if the company
doesn’t apply authority delegation among employees, this will depress them and there is no
motivation in implementing managerial decisions. So, high managements decisions will not
be effected and have important value.
But the study of Senyuta (2013) titled delegation and performance. This paper empirically
investigates how the level of authority delegation is related to the performance of an
organization. Decentralized, horizontal organizational structure takes advantage of more
efficient decision making, mainly due to more efficient use of "soft" information. The cost of
such decentralization is the loss of control and the need to properly incentivize agents who
are legitimately given the authority to make decisions. This is the trade-off organization faces
when deciding on the level of authority delegation.
The study of Shekari, et al (2011) on the relationship between delegation authority process
and rate of effectiveness: case study municipality regions of Mashhad. Findings of this study
suggested that in general, between the delegation authority process and rate of effectiveness
there is a significant correlation (P-value = 0.000), also, between delegation authority process,
including: preparation, appreciation stage and effectiveness, there is a significant relationship.
The greatest effect among five stage of delegation authority process, the aspects of
appreciation and preparation is related to, So that the power of explains appreciation equal to
0.165 and the power of explains preparation equal to 0.142 is.
The study of Fehr, etal (2011) on the lure of authority: motivation an Authority and power.
The study studied the motivation and incentive effects of authority experimentally in an
authority-delegation game. Individuals often retain authority even when its delegation is in
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
57
their material interest suggesting that authority has nonpecuniary consequences for utility.
Authority also leads to overprovision of effort by the controlling parties, while a large
percentage of subordinates underprovide effort despite pecuniary incentives to the contrary.
Authority thus has important motivational consequences that exacerbate the inefficiencies
arising from suboptimal delegation choices' incentive effects of power".
Awawdeh (2014) conducted study on the regulatory factors affecting the administrative
authority: the perceptions of staff (managers) in Jordanian ministries centers. The study
found that there were no statistically significant differences at (α ≤ 0.05) in perceptions about
the administrative authority attributed personal and functional for the following variables
(gender, age, years of experience), while there is statistically significant at (α ≤ 0.05) for
perceptions of staff of the factors affecting the administrative authority in the ministries
centers Jordan attributed to the educational qualification variable and vary with it for the rest
of demographic factors. The study recommended the importance of diagnosis Regulatory
barriers that may limit the dissemination of culture and policy mandate and on two levels: the
first regards as element manager’s Influential industry in this culture and its pro source or
vice versa, and the second related to staff delegation and awareness of their culture and
environment.
The study of Darwish (2010) on the delegation of authority to the best method to raise the
efficiency of job performance. The research aims to diagnose the actual reality of the exercise
of the powers delegated by the organization research sample and its impact on the
performance efficiency and identifying the concept of delegation of authority as an act of
administrative and positive role functionality in the efficiency of organizations in general, and
in particular, the organization surveyed among the most important results of the research is to
follow the tide of revelation inaccurate for people and committees that have been delegated
authority resulting in some of the directions that do not serve the administrative work in the
surveyed Organization, and the method adopted version in organizational units is weak, due
to the weakness of directors informed of the latest developments that rate methods modern
administrative work.
AL-Qaryoni (2003) studied the trends for those who occupy leading jobs in ministries and
public departments in Kuwait for authority delegation. The study has discussed the rends for
those who occupy leading jobs in ministries and public departments in Kuwait for authority
delegation due to the definition, importance, extent of relaxation or feeling that it is a threat
for their leading roles. The study has recommended in following suggestions:
The need to take into account different official sides to select leading functions at
ministries and official departments.
The need to conduct training courses for the present leaders as conferences and
workshops and define disadvantages of centerlisim and authority monopoly by
managers
The need to provide material and moral incentive employees to accept the
authorization, and that by linking efficiency in the exercise of powers delegated to
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
58
them material and moral incentives.
The study of Frehiat & Alawneh (2000) on the factors effect on authority delegation in
industry: an empirical study. The study aimed at identifying the factors effect on authority
delegation in industry. Many models have been established to interpret some actions and
perceptions relating to delegation. The study reached for following results: most perspectives
of managers were positive. Practice delegation associated with conviction of the importance
of the delegation of authority manager level information exchange mechanisms available in
the institution. In addition delegation isn’t related to appropriate time for taking decisions by
manager, controlling, employees’ experience and raising their productivity. The models of
have shown that the source of the factors are psychological, mental and personal related to
manager more than to these relate to the institution and economic and legal information.
The study of AL-Adaila (1998) on the delegation of authority in Jordanian public institutions:
an empirical study. The study aimed at identifying level and degree of delegation of
managerial authority in public institutions. The results of the study have shown that the
degree of applying delegation was medium. Also, there is a statistical significant for variable
of method of taking decisions and trust degree among elements of delegation process and
speed in finalizing transections. In addition, there is a statistical significant for variables of
(age, job position and experience). Whereas, there is no statistical significant for variable of
qualification.
The study of Awamleh (1994) under the title of delegation of authority in public and private
institutions: an empirical study. The study aimed at analyzing definition of delegation of
authority through a selected sample has been taken from institution of both sectors (public
and private). The study has reached for following results:
There is a huge gap between self - convocation in delegation of authority and
extent of applying by researchers.
Similarity in delegation authority motivations in public and private institutions.
Difference in methods authority delegation inside both sectors.
Similarity of general trend about the features employees to whom authority
delegated.
There were significant obstacles for delegation of authority in both sectors
including weakness in trust, lack of training, rigidity of legislations and
retardation of organizational structures.
The study recommended in necessity narrowing the gap between conviction and
authorization applied. Necessity of adopting clear basics for authorization and identifying its
different sides in order to conduct more empirical studies.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
59
4. Data Analysis
4.1 Tool Validity
It was selected due to test Cronbach Alpha equation, table (1) shows the following:
1. Alpha value of performance efficiency dimension reached to (0.70).
2. Alpha value of employees’ satisfaction dimension reached to (0.82).
3. Alpha value of advantages of delegation at organization dimension reached to (0.77).
4. Total was (0.82).
All these values are more than (0.60). So, tool is valid
Table (1): Cronbach Alpha test results
Field
Alpha
performance efficiency
0.70
Performance effectiveness
0.82
Employees' empowerment
0.77
Total
0.82
4.2 Demographic features descriptions:
Table (2) shows the following:
Gender: 57.61% was males and others females
Qualification: 55.43% of sample's individuals have got bachelor, 19.02% diploma, 13.04%
secondary. 12.50% have got higher studies.
Experience years: 48.37% was from category of (10- less than 15 years). 28.26% for those
experiences are less than 5 years. 23.37% for those experiences equal or more 10 years.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
60
Table (2): frequencies and percentages for demographic features
Variable
Category
Frequencies
Percentages (%)
Gender
Males
106
57.61
Females
78
42.39
Qualification
Secondary
24
13.04
Diploma
35
19.02
Bachelor
102
55.43
Higher studies
23
12.50
Years of
experience
Less than 5 years
52
28.26
5-less than 10 years
89
48.37
More than 10 years
43
23.37
4.3 Test of hypothesizes
4.3.1 Hypothesis (1): There is no statistical significant for delegation of managerial authority
on job performance efficiency.
Table (3) shows that all paragraphs' means were more than 3.00 at (α≤0.05). Paragraph (1)
ranked first with (3.91) mean. It measures that delegation develops positive relations among
employees. Next, paragraph (5) (3.9) and then paragraphs (3, 4, 6) respectively. Paragraph (2)
measuring capability of delegation to upgrade level of employee’s performance ranked final.
The total mean for all paragraphs was (3.85) at (α≤0.05). It was statistically significant. First
hypothesis was refused.
So, there is a statically significant for authority delegation on developing employees'
performance at Great Irbid Municipality (GIM).
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
61
Table (3): means, standard deviation, T and α for field of employees' performance
efficiency
No.
Paragraph
Mean
Std. deviation
T
α
1
Delegation increases level of
positive relations among different
jobs.
3.91
1.01
7.00
0.00
2
Delegation upgrades level of job
performance.
3.79
1.42
1.82
0.08
3
Authorization invests the time
ideally in achievement process of
organization.
3.85
1.13
2.9
0.01
4
Authorization instills loyalty and
belonging to the Organization.
3.83
1.29
1.92
0.02
5
Delegation accelerates decision
making process.
3.90
1.48
3.21
0.00
6
Delegation creates principle of
entrepreneurship in employee’s
performance.
3.80
1.1
1.99
0.02
The impact of managerial delegation on
employees' performance efficiency.
3.85
0.91
7.28
0.00
4.3.2 Hypothesis (2): there is no statistical significant for managerial authority delegation on
employees' performance effectiveness.
Table (4) shows that all paragraphs' means were more than 3.00 at (α≤0.05). Paragraph (7)
ranked first with (4.03) mean. It measures extent of employees accepting overtime. Next,
paragraph (9) (4.02) and then paragraphs (14, 12, 8, 13, 10) respectively. Paragraph (11)
measuring extent of delegation improves the perspective from employer to employee ranked
final. The total mean for all paragraphs was (3.96) at (α≤0.05). It was statistically significant.
Second hypothesis was refused
.
So, there is a statically significant for authority delegation on employees’ satisfaction at Great
Irbid Municipality (GIM).
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
62
Table (4): means, standard deviation, T and α for field of employees' performance
effectiveness
No.
Paragraph
Mean
Std. deviation
T
α
7
Delegation makes me accept
overtime positively.
4.03
0.86
10.00
0.00
8
Delegation raises amount of work
achieved.
3.95
1035
4.47
0.00
9
Delegation gives me a chance to
adopt with different conditions at
organization.
4.02
0.94
9.18
0.00
10
Delegation makes me aware all the
time of work.
3.89
1.18
3.79
0.00
11
Delegation improves the perspective
from employer to employee.
3.88
1.26
3.03
0.00
12
Delegation helps me to achieve my
work in limited time.
3.97
1.14
5.46
0.00
13
Delegation gives me a chance to
depend on myself in achieving work.
3.91
1.33
5.20
0.00
14
Delegation increases degree of effort
and interest in achieving the
objectives at the organization.
4.00
0.70
9.80
0.00
The impact of managerial authority
delegation on employees' performance
effectiveness
3.96
0.83
13.22
0.00
4.3.3 Hypothesis (3): there is no statically significant for managerial authority delegation on
employee’s performance empowerment.
Table (5) shows that all paragraphs' means were more than 3.00 at (α≤0.05). Paragraph (21)
ranked first with (3.99) mean. It measures extent of delegation eliminates the central
authority in decision-making. Next, paragraph (19) (3.96) and then paragraphs (20, 16, 18, 17)
respectively. Paragraph (15) measuring extent of delegation contributes not to business
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
63
disabled because of the absence of the administrative leader ranked final. The total mean for
all paragraphs was (3.93) at (α≤0.05). It was statistically significant. Second hypothesis was
refused
.
So, there is a statically significant for authority delegation on achieving advantages for
organization and employees at Great Irbid Municipality (GIM).
Table (5): means, standard deviation, T and α for field of authority delegation on
achieving advantages for organization and employees
No.
Paragraph
Mean
Std.
deviatio
n
T
α
15
Delegation prevents work displaying in
the case of manager absence.
3.85
1.30
2.18
0.00
16
Delegation increases principality and
initiative to prove oneself and excellence
in performance
3.92
1.14
5.83
0.00
17
Delegation strengthens self-confidence of
subordinate’s level.
3.89
1.30
2.84
0.00
18
Delegation increases degree of satisfaction
on job needs.
3.91
1.34
3.82
0.00
19
Delegation leads to building institutional
work within the organization
3.96
1.22
6.48
0.00
20
Delegation leads to offer opportunities of
discover creative and effective managerial
leads
3.95
1.19
4.37
0.00
21
Delegation reduces the level of centerlisim
in decision-taking
3.99
0.95
70.07
0.00
The impact of managerial authority delegation
on employee’s performance empowerment.
3.93
1.02
6.72
0.00
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
64
5. Results of the Study
The most important results of the study are:
1. There is a statically significant for authority delegation on developing employees'
performance at Great Irbid Municipality (GIM). Delegation develops positive
relations among employees were in in the first rank. Capability of delegation to
upgrade level of employee’s performance ranked final.
2. There is a statically significant for authority delegation on developing employees'
performance efficiency at Great Irbid Municipality (GIM). Extent of employees
accepting overtime was in first ranked. Extent of delegation improves the perspective
from employer to employee ranked final.
3. There is a statically significant for authority delegation on employees' empowerment
at Great Irbid Municipality (GIM). Extent of delegation eliminates the central
authority in decision-making extent of delegation contributes not to business disabled
because of the absence of the administrative leader ranked final.
6. Recommendations
The researchers recommend the following:
1. The study recommends (GIM) to progress the process of activating managerial
authority delegation for employees and increasing the level of delegation confirms
with the amount of tasks in order to upgrade job performance.
2. The necessity for studying the mechanism and improving managerial authority
delegation to be reflected on increasing employees' satisfaction level in all fields. Also,
to improve the impression the subordinates for heads.
3. GIM has to increase level of employees empowerment to able to implement tasks
individually without referring to high management for saving time and effort and
offering services for customers, being ready for planning and strategies related to long
run objectives of the organization.
4. Conducting more studies about different elements of managerial authority and be
implementing on other public and private institutions.
References
Aboqahv, Abdul Salam (2003). Manager in delegation of authority Guide, New University
Publishing House - Alexandria – Egypt.
Alaqa Bdakadir (1996). Administration analytical study of the functions and administrative
decisions - T1- Jeddah
.
Alazailh, Muhammad Ali (1998). delegation of authority in the Jordanian public institutions -
Empirical Study - the scientific journal of the Faculty of Economics, University of Qatar -
Number 9
.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
65
AL-Helou , Mohammed Abdul-Aziz (2010). The impact of devolution of powers to the
managerial skills of employee’s development, Master Thesis.
Ali, Reza., and the Moussawi, Sinan (2001). Functions contemporary management
panoramic overview-Amman, Warraq Foundation Publishing.
AL-Matouaa, Ahmed (2003). The role of delegation of authority in achieve the objectives of
the organization, Naïf Arab University for Security Sciences, Master Thesis unpublished.
Awamleh, Nael Abdel-Hafiz (1994). Empirical Study of the concept of delegation of
authority in the Jordanian public and private institutions - the Journal of King Abdul Aziz
University - Economics and Management.
Awawdeh, Atef (2014). Factors affecting the administrative authority, the perceptions of staff
(managers) in the Jordanian ministries centers, administrative science studies, issue 41.
Certo , Samuel (1995). Modern Management Quality- Ethics and the Global Environment,
Fifth Edition, Rollins colleges.
Darwish, al-Shammari., And Maher Sabry Ibrahim Rashid (2010). Delegation of authority to
the best method to raise the efficiency of job performance - a study of the views of a sample
of managers in the General Company for the manufacture of fertilizer - Central Region -
Kufa - Iraq - Journal of Management and Economics, Issue 82.
Dessler , Gary (2006). Management principles and practices for tomorrow’s leaders, Florida
International University, Person, Prentice Hall
.
Deub, Ayman Hassan (2014). Empowerment employees as an input to improve the quality of
career in the telecommunications sector (Empirical Study), Damascus University economic
and legal for Science journal, 30 folder, the first issue, p: 195-224.
Dorah, Abed bari., Madhon Mosa and Jazrawi Ebrahem (2002). Contemporary Management,
concepts and procedures, 2nd part, student’s Arab center services, Amman, Jordan.
Fehr,Ernst,Herz,Holger and wilkening, Tom (2013). The Lure of authority: motivation and
incentive effects of power, American economic review, 103, 4, pp.1325-1359
.
fillet,, Farooq, Abdul Majid (2005). Organizational Behavior in the management of
educational institutions, Oman, Dar march for publication.
Freihat, Haidar., And Alawneh Ali (2000). Factors of delegation of authority in the Jordanian
industrial sector, a field study - 5 - issue 1.
Fuad Al-Sheikh Salem; Makhamreh, Mohsen; Al-Dahan, Omaima & Ramadan, Ziyad (2009).
Modern Management Concepts, 9th Edition, Jordan Books Cneter, Amman.
Hashem, Zaki Mahmoud 2001). Management basics, Kuwait, AL-Salasl.
Hashem, Zaki Mahmoud (1988). Regulation and ways of working, Kuwait , AL-Salasl.
Hashim, Tariq; A Ahmed, and Jaradat Nasser (2013). The impact of structural empowerment
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
66
in achieving psychological empowerment in the Jordanian public organizations, Journal of
Hebron University for research, folder 8, Number 1.
Jawqa, Adnan Mohammed (2010). The impact of delegation of authority in the effectiveness
of managerial decisions: An Empirical Study on the Yemeni oil company in the capital Sanaa,
unpublished Master Thesis, School of Finance and Banking, Sanaa, Yemen.
Longenecker, Justin and Pringle, Charles (1984). Management, 6th edition, Charles E. Merrill
Publishing Company, Columbus, USA.
Lutgans, fred & Hodegtts, Richard (2004). Business, second edition, McGraw, hill Book
Company.
Makawi, Atef Mustafa (1995). Authority and responsibility in the management of social
institutions, Alexandria, third Conference of the Islamic guidance for social service.
Qaryouti, Mohammad Qasim (2006). A sense empowerment among managers of middle
management level in Kuwait, Damascus University Journal of economic and legal sciences,
22 folder, number 1, pp. 281-310.
Qaryouti, Mohammad Qasim Ahmad (2003) - Trends the occupant’s leadership positions in
the ministries and government departments in the State of Kuwait to authorize the issuance -
folder 43. 2.
Schriesheim,Chester A,etal ( 2008). Delegation and leadership-member exchange: main
effects, moderators, measurement issues, Academy of management Journal, 41, (3), p
p.229-318
.
Sekaran, Uma, (2006). Research Methods for Mangers: A Skill-Building Approach, New York:
John Willey and Sons
.
Senyuta, Olena (2013). Delegation and Performance, Charles University, center for economic
research and graduate education, Academy of sciences, Zech republic, and economic institute
.
Serafi, Mohamed Abdel Fattah (2003). Leading management, Safa House for Publishing and
Distribution, Amman, Jordan.
Sharkawy, Ali (2002). Management process, the functions of managers, Alexandria -Dar
AL-Jaded University for Publishing and Distribution.
Shekari,Gholamabba., Naieh, Moshizadeh and Nouri. Reza Seid (2011). Relationship
between delegation authority process and rate of effectiveness (case study municipality
regions of mash had), Interdisciplinary Journal of contemporary research in Business, Vol.4
No.5, pp.870-889
.
Wadi, Khamis Adam (2009). The impact of delegation of authority to managerial
performance, unpublished Master Thesis, University of Sudan for Science and Technology,
Faculty of Business Studies, Sudan.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
67
Questionnaire
Dear employees at Great Irbid municipality,
After all greetings,
This is a questionnaire of authority delegation: an empirical study. Please, we hope to be
filled with interest for reaching scientific objectives. This information will be dealt
confidently for the purposes of scientific research.
Thank you for your cooperation and responses
First: Demographic Features
Gender: □Male □female
Experience: □ Less than 5 year’s □ 5- less than 10 years □ More than 10
years.
Qualification: □Secondary □ Bachelor □ Higher Studies
Second: Following paragraphs of the questionnaire measure the question related to
managerial authority delegation in employees' performance. Please put (x) on the appropriate
place.
No.
Paragraph
Highly
agree
Agree
Don’t
know
Don’t
agree
Highly
don’t
agree
Job Performance efficiency of employees.
1
Delegation increases level of
positive relations among different
jobs.
2
Delegation upgrades level of job
performance.
3
Authorization invests the time
ideally in achievement process of
organization.
4
Authorization instills loyalty and
belonging to the Organization.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
68
5
Delegation accelerates decision
making process.
6
Delegation create principle of
entrepreneurship in employees
performance.
Job performance effectiveness of employees
7
Delegation makes me accept
overtime positively.
8
Delegation raises amount of work
achieved.
9
Delegation gives me a chance to
adopt with different conditions at
organization.
10
Delegation makes me aware all the
time of work.
11
Delegation improves the
perspective from employer to
employee.
12
Delegation helps me to achieve my
work in limited time.
13
Delegation gives me a chance to
depend on myself in achieving
work.
14
Delegation increases degree of
effort and interest in achieving the
objectives at the organization.
Job empowerment of employees
15
Delegation prevents work
displaying in the case of manager
absence.
International Journal of Human Resource Studies
ISSN 2162-3058
2015, Vol. 5, No. 3
www.macrothink.org/ijhrs
69
16
Delegation increases principality
and initiative to prove oneself and
excellence in performance.
17
Delegation strengthens
self-confidence of subordinate’s
level.
18
Delegation increases degree of
satisfaction on job needs.
19
Delegation leads to building
institutional work within the
organization.
20
Delegation leads to offer
opportunities of discover creative
and effective managerial leads .
21
Delegation reduces the level of
centerlisim in decision-taking.
