Employee Empowerment and its effects on job satisfaction-A case study of KHAADI, Karachi, Pakistan

Abstract

Employee empowerment is a critical strategy for enhancing organizational performance, yet its application within the hierarchical cultural contexts of non-Western industries, such as Pakistan's textile sector, remains understudied. This research addresses this gap by investigating the manifestation and impact of empowerment practices at KHAADI, a leading Pakistani fashion brand. A qualitative case study approach was employed, utilizing semi-structured interviews and focus group discussions with a purposive sample of 30 employees and managers from various departments and hierarchical levels. Data were analysed using thematic analysis to identify perceived empowerment practices and their correlation with job satisfaction.

The analysis revealed that empowerment practices, particularly delegated decision-making, supportive leadership feedback, and recognition, significantly enhanced job satisfaction. Employees reporting high autonomy demonstrated greater intrinsic motivation, innovation, and a 40% higher self-reported satisfaction score. However, the effectiveness of empowerment was heavily moderated by managerial style, with significant inconsistencies observed across departments. A key finding was the critical role of cultural context, where traditional hierarchies both constrained full autonomy and increased the value of supportive, trust-based leadership. Empowerment is a potent driver of job satisfaction and performance at KHAADI, but its success is contingent on consistent implementation and adaptation to the local socio-cultural environment. This study provides contextualized evidence from a developing economy, challenging the direct transferability of Western-centric empowerment models and offering practical implications for human resource management in similar cultural and industrial settings.

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