The Relationship between Cognitive Empowerment and Efficiency Strengthening Factors of Faculty Members of Zanjan Universities

International Research Journal of Management Sciences. Vol., 1 (4), 93-97, 2013 Available online at http://www.irjmsjournal.com ISSN 2147-964x 2013 The Relationship between Cognitive Empowerment and Efficiency Strengthening Factors of Faculty Members of Zanjan Universities Mohsen Dousti 1, Majid Soleimani 2, Sirous Ahmadi 1 Department of Physical Education, Hamedan Branch, Islamic Azad University, Hamadan, Iran 2 Department of Physical Education, Malayer Branch, Islamic Azad University, Malayer, Iran 3 Department of Physical Education, Hamedan Branch, Islamic Azad University, Hamadan, Iran ABSTRACT: The purpose of this study was to investigate the relationship between cognitive empowermentandefficiency strengthening factors of the faculty members of Zanjan universities. The research method is descriptive-analytic. The sample size of 243 cases is comprised of faculty members who were selected randomly from among the universities. Data collection included two standardized questionnaires of Spritzer & Mishra to measure cognitive empowerment and BeygiNia etal questionnaire, to assess the factors affecting faculty members'efficiency. The questionnaire's validity was confirmed through 12 professors', and the questionnaires' reliability was respectively, 0.88 and 0.91 for cognitive empowerment and labor's efficiency strengthening factors. For analyzing the obtained data through descriptive and inferential methods Pearson correlation test and multivariate regression were used stepwise. The results showed that there is a significant positive correlation between the cognitive empowerment and efficiency strengthening factors of faculty of Zanjan universities. Also, there is a significant positive correlation between cognitive empowerment, organizational commitment, job satisfaction, organizational involvement and creativity in faculty members of Zanjan universities. The results showed that cognitive empowerment factors means, competency, having electoral right, to be effective and being trusted can predict51 percent changes of efficiency's strengthening factors. Keywords: Cognitive empowerment, Efficiency strengthening factors, Organizational commitment, Creativity, organizational involvement. INTRODUCTION Nowadays, organizations which are taking advantage of human resources, can follow the progress and success safer, and would guarantee development path. In international competitions, the leader organizations are developers of human resources; it is introduced as a basic principle (Rezayian, 2001). In this way one main approach is empowering human resources. In current world, empowering human resources is the main element for being dynamic and separating cause from traditions and take steps to make productive organizational environment. Human resources empowering as a new approach to intrinsic motivation job means freeing personnel internal forces as well as providing platforms and creating opportunities for the talents, abilities, and competencies of individuals (Khaki, 2007). Empowering starts with changes in beliefs, thoughts and attitudes of clients; means that, they have to believe their ability and competence to perform the tasks successfully and feel their ability can influence and control the results of their job; and feel that they have a meaningful and rewarding career goals to pursue and believe that they are treating honestly and fairly. Empowerment is strengthening the people; in this process, we help our employees to improve their self confidence and dominate their sense of powerlessness and frustration. One of the main concerns of organizations managers in micro and macro levels, in manufacturing and service sectors is productivity issues and identifying the effective factors. Althin (2005) argues that, the productivity rate in service sector may depend on human factor (labor) and the factors that influence that, superior to technology and other factors. Japan Productivity Center (JPC) introduces the employee efficiency's increase in enabling factors such as employees' development and training, collaborative management, justice and equitable distribution (people perception Corresponding Author: Email address: md_2010@yahoo.com

of equitable distribution of productivity growth). Savery (1998) has enumerated affecting factors of individuals productivity as: their satisfaction of work and work life, flexible working hours, colleagues and managers cooperation, colleagues and managers motivation and effort, continuous planning and updating technology, empowering people with training, effective management, clients' intelligence, remuneration and incentive systems, manager's overview towards efficiency(positive or negative/ continuous or short-term) and the morale and commitment of employees towards work, organization and their feeling of responsibility. According to Wysocki and Kepner (2006) factors that can affect the productivity of workforce include: the nature of work and the person's characteristic (the employee and job's appropriateness), motivation (material and spiritual), knowledge about job, job satisfaction, work life quality and personal participation in organized activities, members importance for senior managers and their fair treatment with individuals. Empowerment of human resources as a new approach to intrinsic motivation job means freeing personnel's internal forces as well as providing platforms and creating opportunities for the talents, abilities, and competencies of them. When organizations want to increase the quality, efficiency and productivity of their workforce, they struggle more to strengthen these factors. Since university is a place where tries to improve young people's abilities and their talents; so, universities and colleges goals determine professors jobs' importance and their main role and influence in nurturing future professionals. These institutions need strengthening factors for better growth and higher productivity and also need able people to produce and disseminate these factors and bring them to "known" from "unknown". Enabling starts with change in beliefs, thoughts and attitudes of staff. It means that, they need to realize their influence and control over their work results; and feel that their job is meaningful and has rewarding career goals and they should believe that they are treating honestly and fairly. These factors have the potential of strengthen or weaken. One of the factors that play an important role in strengthening the community factors is sport. Exercise is one of the factors that can play a great role to play in strengthening these factors. Exercise in public or general, because of its easiness, cheapness, availability, quick and visible influence is one of the most important things to grow the mentioned factors (BeygiNia et al., 2013). Cognitive empowerment and its relationship with efficiency always is noticeable. Moy et al (2006) in their study as the relationship between employee empowerment and trust between managers concluded that there is a significant positive relationship between feelings of efficacy, sense of self management, and confidence. But there is a negative relation between a sense of competence and confidence. Also, there is a positive relationship between two variables of education and a sense of efficacy and confidence. Picorze and Mayerze (2010) showed that good training, job displeasure and duplication have much impact on the empowerment of staff in the areas of employee empowerment. They concluded that the goals will not be realized unless the hierarchical organization of executives and employees get aware of the importance of empowering (Elmi, 2008). BeygiNia etal (2013) in their study, they examined labor efficiency strengthening factors, on the impact of employee cognitive empowerment factors. Results showed that increasing the sense of being meaningful and having electoral right can lead employee's increased job satisfaction, participation and their commitment to the job and the organization. The feeling of having a choice is in relation with greater job satisfaction and higher levels of organizational involvement. Horabadi (2011) examined the relationship between organizational structure and employee empowerment and concluded that there is a significant negative relationship between cognitive empowering, formality and concentration; but, there isn't any relationship between psychological empowerment and complexity. Also Shaghy (2006) examined the relationship between employee empowerment and organizational learning, and concluded that the highest rate belongs to competency, and the lowest rate to the feeling of having the electoral right between employees. The obtained results indicate that delegation, performance-based reward systems, job enrichment, participative management and revolutionary leaderships will facilitate the process of employees empowering. Competency feeling aspect has the highest average and feel of having the electoral right and having trust to colleagues has the lowest average on cognitive empowerment. As well as having the necessary skills, engaging employees, manager's support, continuous feedback, having interest in the work environment, managers continued justify, the optimal use of human resources, increased organizational commitment, improving the work style, increasing the employee motivation, participation atmosphere provides increasing and effective efficiency on labor productivity. Therefore, as stated empowerment is known as an important tool by which managers would be able to efficiently handle today's organizations. So considering the importance of empowerment and necessity and complexity of treating efficient labor force, and considering the crucial role of powerful employees in organizations success and managers neglect of this important matter, research and study in this area is essential, and perhaps the best way of efficiency improvement is to improve employee empowerment programs which is effective in all aspects of the organization. Therefore, universities and science institutes have special role in the country as centers of higher education organizations. It is obvious that the society's optimal performance in terms of socio-cultural research and education is in relation with empowerment programs and these institutions employees efficiency strengthening factors. In the case of the subject's importance, this paper studies, cognitive capacity and efficiency strengthening factors of Zanjan universities' faculty members' relationship and tries to answer this question, "Is there a significant relationship between the cognitive capacity and efficiency strengthening factors of the faculty members of Zanjan universities?"

METHODOLOGY This research method is scaling method. Therefore, it is a descriptive - analytic study. First, the previous studies and theories have been formulated the theoretical framework through attribution method (library) and then data has been collected through field questionnaires. There are statistical population of 628 faculty members of Zanjan universities and due to Morgan sampling table, 243 of them were selected through simple random sampling. Data collection tools were two questionnaires. The first used questionnaire was standard questionnaire of Spreitzer and Mishra for measuring the cognitive empowerment of faculty members which contains 15 questions and the second one BeygiNia et al (2013), for assessing the affecting factors on faculty members' efficiency which contains 20 questions. The validity of questionnaires confirmed by 12 professional sports managers and their reliability acquired 0.88 and 0.91 respectively, through a pilot test with 30 questions. The SPSS software was used in order to analyze and evaluated data. Descriptive and inferential statistics were used to describe and analyze the collected data. In descriptive statistics, the data were presented in terms of the frequency through charts and tables and in inferential statistics, Pearson's test used to examine and test the research hypotheses and multiple stepwise regressions used to predict the variables (multivariate). RESULTS Describing the results showed that 86 faculty members were women and 157 of them were men. 68 faculty members of Zanjan universities are masters, and 175 of them are Ph.D. graduates. Most of the faculty members have experience of 5 to 10 years. Most of them, about 73.3 percent have physical activities. 28 percent of members have at least once a week physical activities, and 76.1 percent have more than half an hour of physical activity, weekly. Table (1) below represents the average level of each variable. Table 1. Quantity of statistical variables. Variable Cognitive Empowerment Efficiency Organizational Commitment Job Satisfaction Corporate Partnerships Job Creativity Avr 85.91 110.46 29.78 27.47 24.81 23.28 SD 12.17 17.1 4.66 5.2 6.62 4.51 Min 50 8 5 5 13 Max 105 140 To investigate the relationship between cognitive empowering and efficiency strengthening factors, the Pearson correlation coefficient was used. The results are shown in Table 2 bellow. Table 2. Pearson correlation coefficient. Cognitive Empowerment Variables Efficiency Organizational Commitment Job Satisfaction Corporate Partnerships Job Creativity r 0.71 0.57 0.58 0.60 0.60 Sig. 0.02 0.02 As the above table shows, in the results of 95 percent significance level, Pearson correlation coefficient for each variable is less than 0.05. Thus, considering the present data, rejection of null hypothesis and the research hypothesis is confirmed. So there is a significant positive correlation between cognitive empowerment and efficiency factors such as organizational commitment, job satisfaction, organizational participation and organizational creativity. The acquired coefficient rates indicate that this relationship is strong and the positive sign indicates a positive direct relationship. In fact, increase in these options causes an increase in cognitive empowerment. To predict the predictor variables effect on the variables of efficiency strengthening factors the multivariate regression model was used, which has indicated in table 3. Table 3. Regression coefficients. Non-Standardized Standardized Variable Criterion Predicted Variables Coefficients B Coefficients Beta t Sig. Efficiency Strengthening Sense of Efficacy 1.41 0.33 5.13 Factors Competency 1.55 0.19 3.69 0.02

Trust Having Electoral Right 1.02 0.82 0.24 0.15 4.05 2.45 According to obtained results in confidence interval of 95 percent, the predictor variables significance level is less than 0.05; so, these variables have the ability to predict productivity variables changes. The coefficient showed R 2 =0.51 which indicates the ability of the regression line to predict the level of faculty members efficiency strengthening factors. In fact, these variables can predict 51% of changes in criterion variable which is considerable. The regression line equation forms as bellow to prediction: (Electoral Right) 0.82+ (Trust) 1.02+ (Sense of Competence) 1.55+ (Feel of Effectiveness1.41+ 25.06= Y Beta coefficient in above table shows the effect of predictor variables. According to the results, the feeling of being effective has the greatest influence on the faculty members efficiency strengthening factors (Beta= 0.33).After that, trust is most effective (Beta=0.24) and feelings of competence and a sense of having choice in the later stagesre in forcing faculty members efficiency strengthening factors. In sum, above variables are appropriate predictors for faculty members' efficiency strengthening factors. DISCUSSION AND CONCLUSION The results of the hypothesis of an association between cognitive empowerment and efficiency strengthening factors of Zanjan universities faculty members showed that there is a significant positive correlation between cognitive empowerment factors and efficiency strengthening factors. In fact, with increasing the empowering factors, the amount of productivity empowerment would increase. These findings are similar with BeygiNia et al (2013) results. The predicted test results and variables performance showed that cognitive variables changing aspects are able to predict efficiency strengthening factors up to 51 percent. Shaghy (2006) and Abdullahi (2005) also found similar results. In this study the feel of being effective had the most effect and trust had the least effect on efficiency strengthening factors. In this respect, Abdullahi (2005) also concluded that the trust has the least effect on productivity regenerators. But the greatest impact on Abdullahi (2005) research belongs to the competence variable which is in contrast with findings of this research. Shaghy (2006) also has rated the sense of worthiness as the upper rating, and has rated having electoral right as the lowest rating, which are in contrast with findings of the present study. So feel of secure between employees and the belief that, they are treating honestly and fairly, having the freedom of method choice, believe of having personal control over the results of operations, believe of having influence on the job targets based on ideals and personal standards and ensure their ability to perform tasks successfully reinforcing factors may impact labor productivity and strengthen these feelings can be add on productivity. The results showed that there is straight and positive relationship between cognitive empowerment and organizational commitment. With increase in organizational commitment, the cognitive empowerment also increases. As Thomas et al (2006) showed organizational commitment is a psychological stable binding force, which ties the subject to a set of related activities aimed at institutional links. So paying attention to it and making sense of these factors can boost employee's productivity and would be effective on organizational strengthening factors. This finding confirms BeygiNia et al (2013) results. The hypothesis results showed that there is a straight and positive relationship between cognitive empowerment and job satisfaction. Job satisfaction can strengthen cognitive empowerment and in contrast job dissatisfaction reduces the empowerment. Therefore, the managers' consideration is very important. Picoreze and Mayerze (2010) as a result of their research showed that, there is a straight and significant relationship between job satisfaction and organizational productivity (Elmi, 2008). These results have been repeated in Wysocki and Kepner (2006) and BeygiNia et al (2013). Job dissatisfaction can be considered when differences exist between the value of the individual and his job's capacity to meet the demand of that job associated with those values. It is obvious that if this positive feeling is greater between the organization members, their performance would be better and more effective through organizational goals and sense of disenchantment with the job and job quite and absence hours will reduce. In such a case, one can expect an increased rate of efficiency strengthening factors. Furthermore, the results showed a positive relationship between cognitive empowerment and institutional participation. Institutional participation can increase cognitive empowerment. This finding has also acquired in BeygiNia etal (2013), Wysocki and Kepner (2006). Participation has been linked with human life from past, and more or less has role in creating political and social system of different societies. With increasing participation of people in determining their own destiny and their expanding involvement in various domains, transformation, rapid development of IT industry area, efficiency, production, industrial and commercial organizations empowerment attention to the labor force have increased more than before. Labor force participation in organizational activities has increased organizational efficiency and has upgraded organizational targets. Authorities, who are the participating their employees in decision-making processes and lead their organization through collective interest, can help their organizational performance and productivity. Thus the phenomenon is the only operating dynamism and freshness and efficiency in organizations which makes rapid move from current status to the desired status with creating network connections in organizations. Finally, the results showed a positive and straight forward relationship between cognitive empowerment and creativity. Expansion of creativity in job will increase the efficiency strengthening factors. Wysocki

and Kepner (2006) have preferred labor productivity to Knowledge and skills. BeygiNia et al (2013) also have found employee's creativity more effective. Thus, these findings are consistent with those results. Staff's creativity would be useful if they offer new ideas about products, functionality, or service operation. Hence, production and utilization of new ideas, promises adaption possibility with changing market conditions, timely response to threats and opportunities to grow and develop, and ultimately strengthen labor efficiency to the organization. Considering the acquired results it is proposed that, organizational commitment among staff and faculty members to be strength endue to setting fair wages, working hours and etc; in creasing the job satisfaction among employees and faculty members and reducing the feeling of dissatisfaction, job quitting and preventing absence ours by university authorities. It is suggested that to participate the employees and faculty members more, in decision-making processes for upgrading the organizational goals. Results showed that, the use of individual's skills and creativity are important factors which affect employees and faculty members' efficiency. So, it is recommended to provide suitable substrates, regarding to deployment of the talents and creativities. In this respect, in regarding toward organizational goals the training and special classes, can strengthen staff's creativity. Also, it is suggested to researchers to conduct similar studies in various departments and agencies and to compare their performance with each other. REFERENCES Abdullahi B, 2005. Employee's Psychological Empowerment. Journal of Research and Planning in Higher Education. 36: 37-61. Althin R, Behrenz L, 2005. Efficiency and Productivity of Employment Offices Employment: Evidence from Sweden. International Journal of Manpower. 26(2): 196-206. BeygiNia A, Sardari A, Najjari Nezhad H, 2013. The Impact of Employee's Cognitive Empowerment on Labor's Efficiency Strengthening Factors. Overview on Public Administration. 3: 72-102. Elmi M, 2008. International Trade and Economic Organizations. Tehran: Trade Promotion Organization. Horabadi M, 2011. Exploring the Relationship between Organizational Structure and Employee Empowerment. MS Thesis, University of Tehran. Khaki G, 2007. Efficiency Management with Analysis Approach. Tehran: Koohsar Publications. Moy J, Melindaj, Henkin B, Alan, 2006. Exploring Associations between Employee Empowerment and Interpersonal Trust in Managers. Journal of Management Development. 25(2): 101-117. Rezayian A, 2001. Principles of Management. Tehran: Samt Publication. Savery LK, 1998. Management and Productivity Increases. Journal of Management Development. 17(1): 68-74. Shaghy A, 2006. Exploring the Relationship between Employee Empowerment and Organizational Learning at the National Oil Products Distribution Company. MS Thesis, University of Tehtan. Spritzer, Gretchen M, 1995. Psychological Empowerment in Work Place, Dimensions, Measurement and Validation. The Academy Management Journal. 38(5): 1442-1465. Thomas WHN, Marcus M, Butts, Robert J, Vandenberg, David M, DeJoy, Mark G, Wilson, 2006. Effects of Management Communication, Opportunity for Learning and Work Schedule Flexibility on Organizational Commitment".Journal of Vocational Behavior. 68(4): 474-489. Wysocki, A.Kepner, Karl W., (2006), "Management Beliefs That Tend to Reduce Association Motivation and Productivity", 1-2.