Journal of Social Sciences and Humanities Research Fundamentals
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TYPE
Original Research
PAGE NO.
64-74
DOI
OPEN ACCESS
SUBMITED
16 December 2024
ACCEPTED
18 January 2025
PUBLISHED
24 February 2025
VOLUME
Vol.05 Issue02 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
The Impact of
Psychological
Empowerment on
Improving the
Performance of Tourist
Guides
Allawi Namah Abdulzahra
Karbala Technical Institute, Al-Furat Al-Awsat Technical University, Iraq
Abstract:
Psychological empowerment is one of the
modern trends that have emerged in human resources
management, which is reflected in improving job
performance, especially in the field of tourist guidance,
which represents the backbone of the tourism and
hospitality industry. The study aimed to identify the
concept of psychological empowerment and clarify its
importance, identify the types of psychological
empowerment and the stages of its formation, explain
the concept of tourist guide performance and its
determinants, and shed light on the most important
modern tools for measuring tourist guide performance
and the models that explain it. The study relied on the
descriptive analytical approach, and used the
questionnaire to collect data from a random sample of
tourist guides, the size of which was (110) individuals.
The study concluded the importance of psychological
empowerment
in
achieving
psychological
and
professional safety for workers, and improving the job
performance of workers in the field of tourist guidance.
Psychological empowerment was interpreted in light of
Spreitzer's theory according to four dimensions that
included meaning, impact, efficiency, and self-report.
Tour guide performance was also interpreted in light of
the Kaizen model and the Deming model. The study
presented a set of recommendations, including
providing training programs for tourist guides to
improve performance and develop the capabilities of
workers in the field of tourist guidance according to a
comprehensive strategy for management. Human
resources in tourism organizations.
Keywords:
Psychological Empowerment - Employee
Performance - Performance Improvement - Tour Guide.
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Introduction:
Contemporary business organizations operate in a
dynamic environment characterized by rapid changes
that are becoming more severe due to the increase in
technological, economic and social developments,
which requires keeping pace with them and adapting
to them at the internal and external levels in a highly
competitive environment (Khalifa, 2016, p. 46). The
source of competitive advantage in tourism
organizations lies primarily in human resources and
their good employment with appropriate quality and
type in a way that ensures the building and renewal of
human and intellectual capital (Abdullah, 2020, p. 9).
Human resources constitute the backbone of tourism
organizations, whether governmental or private, as
tourism services are characterized by many
characteristics that depend in their entirety on
providing distinguished services that meet the needs
and desires of tourists, which makes the human
element a fundamental factor in providing tourism
services due to its direct dealings with tourists (Fariha
et al., 2017, p. 381). Human resources also determine
the level of efficiency and effectiveness of the
competitiveness of tourism organizations and the
extent of their success in providing tourism services
and products by improving the performance of
employees (Belias et.al., 2017, p. 159). Many modern
trends
have
emerged
in
human
resources
management
that
adopt
the
principles
of
decentralization and delegation of powers and
empower employees to participate in decision-making.
Empowerment, with its psychological and structural
aspects, is one of the modern trends adopted by
contemporary organizations in developed countries to
improve the performance of the human element and
contribute to achieving organizational goals (Khashaba
and Al-Badawi, 2018, p. 3). The concept of
empowerment emerged during the last quarter of the
twentieth century as one of the contemporary
administrative terms that pay more attention to
modern human resources management (Al-Nashili,
2021, p. 670), and interest was particularly focused
during the last decade of the twentieth century on the
field of employee empowerment in the context of the
development
of
management
science
and
organizational behaviour, as that period was known as
the era of empowerment (Al-Qatit and Asmiou, 2017,
p. 16), which crystallized around employees bearing
responsibility, participating in decision-making,
delegating powers, feeling important and self-
motivated, and generating positive work behaviours
(Al-Nadi, 2024, p. 187). Psychological empowerment of
employees is one of the factors supporting the success
of organizations and an important driver of human
resources activities and practices, influencing employee
behaviour. It is an important psychological factor
mediating organizational factors and job satisfaction
(Uslu, 2015, p. 1463). Psychological empowerment also
contributes to reducing job stress for employees,
reducing
emotional
exhaustion,
bridging
the
psychological and cognitive gap between employees,
increasing employees' sense of competence and
worthiness for their jobs, and supporting their role in
the progress and success of the organization
(Gharakhani & Zaferanchi, 2019, p. 109). Improving the
performance of the tour guide is one of the most
important
methods
for
achieving
continuous
improvement in the results of the work of tourism
organizations, given its connection to the organisation's
strategic goals by focusing on the needs of employees
and working to satisfy them. Therefore, it constitutes an
effective method for the organisation's success and
strengthening its competitive ability (Al-Jazaery, 2024,
p. 102). In this context, the research discusses the effect
of psychological empowerment on improving the tour
guide's performance. Study Problem:
Workers in the field of tourist guidance are exposed to
many psychological pressures due to the nature of their
work, the multiplicity of their responsibilities, and the
diversity of their job tasks, which leads to an increase in
the severity of work pressures and their exposure to
many psychological crises that threaten their
psychological, social and job safety, and negatively
affect the level of job performance, which requires
tourism organizations to pay attention to directing
psychological support to tourist guides by enhancing
their psychological empowerment, which is reflected in
improving job performance. In this context, the study
problem is represented by answering the following main
question: Does psychological empowerment affect the
performance of tourist guides?
The following questions arise from the main question of
the study:
1 - What is the concept of psychological empowerment
and its importance?
2 - What are the types of psychological empowerment
and the stages of its formation?
3 - What is the tourist guide performance concept and
its determinants?
4 - What are the tools for measuring tourist guide
performance, and what are the explanatory models?
Study objectives:
1- Identify the concept of psychological empowerment
and determine its importance.
2- Identify the types and stages of psychological
empowerment.
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3- Explaining the concept of tour guide performance
and its determinants.
4- Surveying the most important modern tools for
measuring tour guide performance and explaining the
most famous models that explain it.
Importance of the study:
The importance of the study is to shed light on the role
of psychological empowerment in supporting a
positive work environment for workers in the field of
tour guidance and to identify the importance of
psychological empowerment in enhancing the
capabilities of tourism organizations to raise the
efficiency of performance and achieve organizational
goals, and compete in the domestic and foreign
market. The study also sheds light on the determinants
of tour guide performance, given its importance in
increasing tourism movement and improving the
tourist experience for tourists through direct dealing
with them and improving the mental image of the
tourist destination and the tourist organization, which
motivates tourists to repeat the purchase of tourism
products and services, as methods of measuring
performance improvement have developed to
combine qualitative and quantitative measurement
methods, which is useful in improving the quality of
tour guide services and raising the efficiency and
effectiveness of tour guides and supporting
productivity to achieve profitability for tourism
organizations.
Previous Studies
Many previous studies have addressed the field of
psychological empowerment of workers, including the
study (Aghaei & Savari, 2013), which addressed the
relationship between psychological empowerment
and organizational commitment of workers, and
concluded that there is a positive direct relationship
between enhancing psychological empowerment and
increasing the degree of organizational professional
commitment. The study (Ali, 2022) discussed the
prediction of emotional effort through both
psychological
empowerment
and
professional
resilience among special education teachers in
Alexandria, and concluded that there is a strong
relationship between psychological empowerment
and professional resilience, which helps workers cope
with psychological pressures in the work environment
and achieve job commitment, job control and job
challenge. The study (Wen, et.al., 2023) interpreted
the concept of psychological empowerment as an
intervening
variable
between
leadership
empowerment and work participation, and concluded
that psychological empowerment is associated with
participation in decision-making and its positive impact
on the behaviors of workers in the tourism and hotel
industry. The study (Oliveira & Andrade, 2023)
presented the psychometric properties of the
psychological empowerment scale and verified them,
and concluded that there is Four basic dimensions are
meaning,
competence,
influence,
and
self-
determination.
The study (Mustafa and Ali, 2024) addressed the impact
of psychological empowerment on organizational
citizenship behaviors, applied to the nursing staff at
Mansoura University centers, and concluded that there
is a strong correlation between the dimensions of
psychological
empowerment
and
organizational
citizenship
behaviors,
and
that
psychological
empowerment helps improve the work environment.
The study (Al-Nadi, 2024) revealed the level of
psychological empowerment among a sample of health
care workers and its relationship to both psychological
prosperity and spiritual intelligence, and concluded that
there are statistically significant differences in most
dimensions of psychological empowerment due to
gender in favor of males. It also showed that increasing
the number of years of experience increases the moral
motivation of workers, which enhances their
psychological empowerment. First: The theoretical
aspect of the study:
1 - Psychological empowerment:
1/1 The concept of psychological empowerment:
The word empowerment in the Oxford dictionary means
"giving the ability to the individual, or the process that
makes the individual strong", and this term in the
LongMan dictionary refers to "making the individual
more in control of his life", and the APA dictionary
defines psychological empowerment as "the process
that supports knowledge and skills and gives the
confidence necessary for the individual to be able to
control his life and direct it in the right direction"
(Salama et al., 2024, p. 381).
Psychological empowerment refers to the process that
aims to improve the self-efficacy of employees by
enhancing positive attitudes towards the work
environment, supporting job commitment behaviors
and feelings of job satisfaction (George & Zakkaria,
2018). Psychological empowerment refers to the
positive psychological state that shapes the individual's
positive motivations (Alonson & Topa, 2018, p. 3), which
is the internal feeling that enables the individual to
control and dominate the field of work (Ukpe, 2019, p.
15). Psychological empowerment indicates the
presence of employees who believe in their abilities and
are confident in themselves, and are ready to make the
utmost effort to accomplish work tasks with the highest
efficiency and effectiveness (Ortiz & Serrano, 2021, p.
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1).
1/2 The importance of psychological empowerment
for employees is as follows:
- Psychological empowerment achieves psychological
and professional safety and motivation for employees,
which helps achieve positive work results (Quinones,
et.al., 2013, p. 128).
- Psychological empowerment has a positive impact on
improving the capabilities and potential of employees,
increases their self-confidence, and motivates them to
behave well in the face of work challenges to maintain
internal and external peace (Subramaniam &
Panchanatham, 2014, p. 93).
- Psychological empowerment helps solve ongoing
problems that arise in the work environment and
supports teamwork (Khalifa & Shehab, 2015, p. 425).
- Psychological empowerment supports employees'
sense of the value and importance of work, and
bearing
responsibility
towards
achieving
organizational goals, as well as enhancing the level of
loyalty and belonging to the organization (Al-Hamidi,
2016, p. 242).
- Psychological empowerment gives employees
confidence in their ability to carry out job tasks
successfully and efficiently (Jordan, et.al., 2017, p. 18).
-
Psychological
empowerment
enhances
organizational citizenship behaviors that support the
achievement of organizational goals by activating
employees' roles outside the scope of job description
(Gnanarajan, et.al., 2020, p. 96).
- Psychological empowerment generates internal
motivations for employees that increase confidence,
enthusiasm, and the feeling of being able to influence
the decision-making process (Ma & Zhou, 2021, p. 10).
- Psychological empowerment achieves high levels of
job satisfaction, which is reflected in improving
organizational performance and raising productivity
(Singh & Banerji, 2022, p. 462).
/3 Types of psychological empowerment:
Empowerment is divided into two main types:
1/3/1 Psychological empowerment: It refers to the
perceptions that govern the personal orientation of
workers
towards
understanding
the
work
environment, with the aim of controlling or influencing
events and situations (Al-Fatlawi and Rahim, 2021, p.
370).
1/3/2 Organizational empowerment: It refers to the
practices that support workers' skills, share powers,
improve organizational effectiveness, and enhance the
network of social relations between members of the
organization (Helmy and Abdel Latif, 2023, p. 381).
1/4 Stages of psychological empowerment:
(Al-Sakarna, 2014, p. 53) and (Mohsen, 2021, p. 7)
identified five stages through which the empowerment
process goes, including the following:
1/4/1 The stage of following: In which the best
performance of workers in performing work tasks is
measured, and the development of work methods and
the use of new technological methods is encouraged.
1/4/2 Responsibility stage: Employees are encouraged
to raise controversial issues, allow for creative thinking,
and develop new possibilities and scenarios.
1/4/3 Testing stage: Clear rules and guidelines for
empowerment practices are established over a specific
period of time.
1/4/4 Participation stage: Employees are given the
opportunity to access information that enables them to
identify the characteristics of their jobs, form work
teams, and contribute to the success of the
organization.
1/4/5 Rejection stage: Employee behaviors are changed
by insisting on achieving job task objectives and
achieving organizational goals.
1/5 Theories explaining psychological empowerment:
Spreitzer's theory, 1995, is one of the most important
theories explaining psychological empowerment, as it
focuses on the orientations of workers towards
empowerment, the impact of which is manifested by
giving meaning to work, feeling able to influence the
work environment, increasing levels of efficiency and
ability to perform job tasks and granting powers
(Spritzer, 1995, p. 1442). Therefore, the theory includes
four dimensions of psychological empowerment, which
are:
1/3/1 Meaning: It refers to workers' awareness of the
importance and value of work by achieving
compatibility between the goals and aspirations of
workers on the one hand and the requirements of work
and the goals of the organization on the other hand,
which motivates workers to exert maximum effort to
achieve personal and organizational goals (Mazur &
Kuzma, 2015, p. 4885). It also refers to the compatibility
and harmony between the values and goals of workers
and their jobs (Latifa, 2017, p. 129). 1/3/2 Impact: It
refers to the employees' awareness of the strength of
their influence on the work activities in the organization,
and their contributions to planning policies and making
organizational decisions that affect the work
environment (Joo & Lim, 2013, p. 318), and it also
expresses the degree of employees' influence on work
outcomes by performing their job roles (Hahm, 2017, p.
47). 1/3/3 Competence: It refers to the degree to which
employees perform job tasks and obligations with the
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required skill and success (Al-Fatlawi & Rahim, 2021, p.
371), which is the ability of employees to accomplish
job tasks as required through their confidence in their
abilities and by relying on their experiences (Hahm,
2017, p. 45). 1/3/4 Self-determination: It refers to the
independence of workers in achieving self-efficacy and
freedom of diligence in choosing appropriate work
methods to achieve effectiveness in performing work
tasks (Ru, 2017, p.30), and expressing the ability that
workers possess in facing organizational problems
related to the field of work and across different
organizational levels (Gozukara & Simsek, 2015,
p.964).
2 - Tourist guide performance:
2/1 The concept of tour guide performance:
According to the definition of the World Federation of
Tourist Guides, a tour guide is the person responsible
for accompanying tourists and speaking to them in
their language to explain and interpret archaeological,
historical and heritage landmarks in a specific area.
This profession is often practiced through a permit
obtained from the competent authority (Al-Shamaila,
2019, p. 477). According to the Law on Practicing the
Profession of Tourist Guidance in Iraq No. 37 of 1966,
a tour guide is the one who provides assistance to
tourists and takes them on tourist trips to explain
historical and archaeological landmarks in tourist sites
and areas worth seeing in various parts of the country
in exchange for a certain fee (Shabr and Kazim, 2019,
p. 719). Performance has been defined by the
International Organization for Standardization (ISO
9000) as efficiency and effectiveness. Effectiveness
refers to the extent to which results are achieved, and
efficiency refers to the relationship between the final
outputs and the resources used (Abdullah and Abdul
Qader, 2020, p. 133). The performance of the tour
guide refers to the ability of individuals working in the
tourism and hotel industry to achieve the specified
goals with efficiency and effectiveness that are
consistent with the goals of the organization (Al-
Sakhani, 2020, p. 25). It is the final result of the outputs
and results achieved by workers in the tourism sector
for the responsibilities, tasks and duties assigned to
them (Hassan et al., 2022, p. 159). The concept of
performance improvement consists of three processes
that include the importance of the goal, the ability to
achieve it, and the economic method of achieving the
goal. These three processes together constitute the
comprehensive improvement of performance (Al-
Wahaibi et al., 2020, p. 17). 2/2 Determinants of
improving the performance of the tour guide:
The determinants of improving the performance of the
tour guide include four aspects, including quality,
efficiency, effectiveness, and productivity.
2/2/1 Quality: It is a modern approach that seeks to
improve performance, by focusing on all aspects of
operations and activities, and not focusing on the
product or service only, with the aim of achieving
customer satisfaction, training employees, and avoiding
errors, in order to achieve the highest levels of
excellence in improving performance (Idris and Abu Al-
Rus, 2022, p. 387).
2/2/2 Effectiveness: It is the ability of employees to
achieve organizational goals in the correct way by
providing services in a good manner in terms of quantity
and quality (Santark & Obluska, 2012, p. 149).
2/2/3 Efficiency: It means that employees possess high
levels of knowledge and skills to ensure achieving
performance improvement (Al-Azzi, 2019, p. 90),
through the ability of employees to possess the skills
that help provide services as expected by customers,
and in the correct manner that is consistent with the
goals of the organization (Al-Ghanimat, 2015, p. 13).
2/2/4 Productivity: It is the proper exploitation of
organizational resources in the correct way, which
achieves balance and equality between the various
production factors, with the aim of increasing
productivity and achieving the greatest amount of
products and services, at the lowest costs and with the
least effort (Al-Shanwani, 2020, p. 352).
2/3 Tour guide performance measurement tools:
2/3/1 Pareto chart: This chart is one of the modern
statistical tools used to address qualitative problems
related to improving performance. It was presented by
the Italian scientist Vilfredo Pareto according to the idea
of the essential few versus the weak many. It means
identifying the influential few and addressing them first,
then moving to the small influential many in the second
stage. A graphic chart has been developed that is used
to determine the relative importance of problems and
their causes, to determine the starting point for solving
them, and to identify their causes (Al-Barawi and
Bashwa, 2021, p. 222).
2/3/2 Fishbone diagram: This diagram is also known as
the (cause/effect) diagram, and was developed by the
Japanese scientist Kaoru Ishikawa. It is a graphic
diagram that resembles the skeleton of a fish in its
design, as the main problem forms the head of the fish
to determine its causes, and the main and secondary
causes form the fishbone. Then the diagram shows the
relationship between the causes of problems and their
results, in order to determine the real cause of the
problem and treat it (Bouharoud, 2015, p. 240). 2/4
Models explaining the performance of the tour guide:
2/4/1 Kaizen model:
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This model is one of the most famous models for
improving performance in business organizations. It
was invented by the Japanese scientist Taiichi Ohno in
1986 with the aim of achieving continuous
improvement in performance, by relying on analysis
and process to achieve continuous improvement in
performance (Al-Shumili, 2017, p. 15). This model is
based on several principles, the most clear of which are
(Al-Khaza'leh, 2024, p. 70) as follows:
- Improvement is the responsibility of every member of
the organization, by sharing responsibility between
management and workers.
- Comprehensive improvement of all administrative,
financial, production and marketing aspects.
- Improvement based on various processes for the
purpose of improving them, not just based on results.
- Improvement related to solving problems and
improving the decision-making process.
- Improvement directed towards the customer to
satisfy his needs, fulfill his desires and reach
satisfaction.
- Continuous improvement as a continuous and
ongoing process in itself.
2 /4/2 Deming Model:
This model is one of the most important models for
improving performance, as it was presented by the
American scientist Edward Deming by relying on four
processes (plan, implement, check, improve) for
continuous performance improvement (Al-Shamili,
2017, p. 17). These processes are based on eight
principles,
including
improving
performance,
empowering employees, wise leadership, systems
management, operations management, customer
orientation, the objectivity of administrative decisions,
and achieving benefits for the organization, suppliers,
and customers (Dudin, M.N. et al., 2015, p. 242). The
Deming International Award for Outstanding
Performance was established according to the criteria
of this model, which include quality assurance, quality
policies, quality control, organizational management,
learning and dissemination, achieving results and
collecting information, and future planning (Haniya,
2016, p. 34). Second: The practical aspect of the study:
The study's practical aspect included designing a five-
point Likert scale questionnaire. It included two axes
(psychological empowerment of tourist guides and
organizational empowerment of tourist guides) and the
demographic data axis. The questionnaire was
distributed to a random sample of tourist guides in the
holy city of Karbala. The total number of returned
questionnaire forms was (110).
A- Descriptive statistics for the demographic data of the
study sample:
1. The majority of the study sample was male (88%)
compared to females (12%), which indicates the
dominance of the male category working in the field of
tourist guidance.
2. The age group (30-40 years) came in first place with a
percentage of (61.1%), the age group (41-50 years)
came in second place with a percentage of (18.5%), the
age group (less than 30 years) came in third place with
a percentage of (15.7%), and the age group (over 50
years) came in last place with a percentage of (4.6%),
which indicates that the youth group is the most
employed in the profession of tourist guidance. 3. The
educational level of bachelor's degree came in first
place with a percentage of (60.2%), the diploma came in
second place with a percentage of (25.9%), and those
who hold a master's degree came in third place with a
percentage of (12%), and finally, those who hold a
doctorate with a percentage of (1.9%), which indicates
the high educational level of those working in the
profession of tourist guidance. 4. In terms of the number
of years of experience, it came in first place (10 - 15
years) with a percentage of (32.4%), and came in second
place (less than 5 years) with a percentage of (25%), and
came in third place (5 - 10 years) with a percentage of
(21.3%), and came in the same place (more than 15
years) with a percentage of (21.3%), which indicates an
increase in the number of years of experience for tourist
guides.
B- Descriptive statistics for objective data:
This presentation deals with the descriptive statistical
analysis of the study sample's responses to the objective
data according to the five-point Likert scale, Table (1).
Table (1) Results of the descriptive statistical analysis of the study sample's responses
Para
grap
hs
Strongly
Disagree
Disagree
Neutral
Agree
Strongly
Agree
Arith
metic
Mean
Num
ber
%
Num
ber
%
Num
ber
%
Num
ber
%
Num
ber
%
X1
0
0
5
4.5
11
10.0
62
56.4
32
29.1
4.10
X2
4
3.6
8
7.3
5
4.5
59
53.6
34
30.9
4.00
X3
0
0
0
0
7
6.4
40
36.4
63
57.3
4.50
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X4
1
1.8
4
3.6
10
9.1
57
51.8
37
33.6
4.11
X5
0
0
3
2.7
15
13.6
57
51.8
35
31.8
4.12
X6
1
0.9
3
2.7
12
10.9
55
50.0
39
35.5
4.16
X7
5
4.5
8
7.3
12
10.9
60
54.5
25
22.7
3.83
X8
1
0.9
6
5.5
10
9.1
55
50.0
38
34.5
4.11
X9
0
0
0
0
11
10.0
25
22.7
74
67.3
4.57
X10
0
0
3
2.7
18
16.4
30
27.3
59
53.6
4.31
(X1): The study sample members responded with
approval of the interest in solving the social problems
suffered by tourist guides with an arithmetic mean of
(4.10).
(X2): The study sample members responded with
approval of providing psychological treatment
programs for tourist guides who suffer from mental
illnesses with an arithmetic mean of (4.00).
(X3): The study sample members responded with
strong approval of providing appropriate rest times for
tourist guides to reduce work pressures with an
arithmetic mean of (4.50).
(X4): The study sample members responded with the
approval of distinguished tourist guides receiving
moral and material incentives with an arithmetic mean
of (4.11).
(X5): The study sample members agreed to allow
tourist guides to express their opinions freely to
improve the quality of services provided with an
arithmetic mean of (4.12).
(X6): The study sample members agreed to involve
tourist guides in deciding tourist guidance tasks with
an arithmetic mean of (4.16).
(X7): The study sample members responded with
approval to take the opinion of tourist guides in
preparing tourist programs before designing them with
an arithmetic mean of (3.83).
(X8): The study sample members responded with
approval to grant powers to tourist guides to help
quickly complete the work task with an arithmetic
mean of (4.11).
(X9): The study sample members strongly approved
encouraging tourist guides to work as a team and
formwork teams with an arithmetic mean of (4.57).
(X10): The study sample members responded with
strong approval to provide training programs for
tourist guides to raise their professional skills with an
arithmetic mean of (4.31).
Conclusion:
Study results:
- Psychological empowerment is one of the modern
and pioneering trends in organizational management,
which indicates improving employees' self-efficacy and
enhancing positive attitudes towards the work
environment.
- The importance of psychological empowerment for
employees includes achieving psychological and
professional
safety,
enhancing
loyalty
and
organizational belonging, supporting organizational
citizenship behaviours, solving ongoing problems,
improving the capabilities and potential of employees,
and achieving high levels of job satisfaction.
- Employee empowerment is divided into two basic
types: psychological empowerment and organizational
empowerment.
- The formation of psychological empowerment
includes five stages: showing responsibility, testing,
participation, and rejection.
- Psychological empowerment can be explained in light
of Spreitzer's theory, which identified four dimensions
of psychological empowerment: meaning, influence,
efficiency, and self-determination.
- The tour guide's performance is the final result of the
results achieved by workers in the tour guide sector
about the tasks and responsibilities assigned to them.
- The determinants of improving the performance of the
tour guide include four areas: quality, efficiency,
effectiveness, and productivity.
There are many modern tools for measuring the tour
guide's performance, the most famous of which are the
Pareto chart and the fishbone chart. The tour guide's
performance can also be explained in light of the Kaizen
and Deming models.
RECOMMENDATIONS
-
Increase the interest of tourism organizations in
supporting the psychological empowerment of tour
guides by granting more delegation of powers to
facilitate tour guide procedures and practices.
-
Provide training programs for tour guides to
improve performance and raise job efficiency.
-
Support positive work behaviours, which improves
the quality of tour guide performance and enhances
the attraction of tourism movement.
-
Provide the opportunity for tour guides to
Journal of Social Sciences and Humanities Research Fundamentals
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Journal of Social Sciences and Humanities Research Fundamentals
participate in making organizational decisions,
designing tourism programs, and developing
tourist destinations that suit the needs of tourists.
-
Develop the capabilities of human resources
working in tour guides according to the human
resources management strategy in tourism
organizations.
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Questionnaire Form
This questionnaire is part of the practical procedures for a research entitled: The impact of psychological
empowerment on improving the performance of tourist guides. Please answer all the questions by putting a check
mark (√) in front of the appropriate choice from your poin
t of view, noting that this information will be used only
for scientific research purposes.
Gender
Male
Female
Age Group
Less than 30
30
–
40
41
–
50
greater than 50
Age Group
Diploma
Bachelor's
Master
PhD
Years of Experience
Less than 5
5
-
10
10
-
15
More than 15
Objective data:
First axis: Psychological empowerment of tourist guides
Strongly
Disagree
Dis
Agree
Neut
ral
Agree
Strongly
Agree
Phrase
N
Attention is given to solving the social problems that
tourist guides suffer from
1
Psychological treatment programs are provided for
tourist guides who suffer from psychological illnesses
2
Appropriate rest times are provided for tourist guides
to reduce work pressure
3
Outstanding tourist guides receive moral incentives in
addition to material incentives.
4
Tour guides are allowed to express their opinions freely
to improve the quality of services provided
5
Axis II: Organizational empowerment of tourist guides
Strongly
Disagree
Dis
Agree
Neut
ral
Agree
Strongly
Agree
Phrase
N
Tourist guides are involved in making decisions related
to tour guide tasks
6
The opinion of tour guides is taken into account in
preparing the tour programs before designing them
7
The authorities are granted to tour guides to help in
quickly completing the work tasks
8
The tour guides are encouraged to work as a team and
form work teams
9
Training programs are provided to tour guides to raise
their professional skills
10
