EMPLOYEE EMPOWERMENT AND ORGANISATIONAL INNOVATION OF 3-STAR HOTELS IN PORT HARCOURT

Abstract

This study examined the relationship between empNloyee empowerment and organisational innovation of 3-Star Hotels in Port Harcourt. The research was motivated by the persistent operational inefficiencies, rigid management structures, and lack of innovative practices that undermine competitiveness in this segment of the hospitality industry. Specifically, the study focused on two dimensions of employee empowerment, autonomy and skill development and their influence on organisational innovation, measured through process innovation and workflow improvement. The study adopted a correlational research design, using a structured questionnaire as the instrument for data collection. The population comprised managerial staff from all fifteen (15) registered 3-star hotels in Port Harcourt, totaling seventy-five (75) respondents. A census approach was employed, and data were collected using a structured questionnaire titled the Employee Empowerment and Organisational Innovation Index (EEONI). The instrument’s reliability was confirmed using Cronbach’s Alpha, while hypotheses were tested using Spearman Rank Order Correlation at a 0.05 level of significance. The findings revealed that autonomy had significant positive relationships with process innovation and workflow, reinforcing the importance of decision-making freedom in enhancing innovation outcomes. Conversely, skill development exhibited a significant negative relationship with process innovation, suggesting misalignment between training initiatives and operational application. The study concludes that while employee autonomy is a critical driver of organizational innovation, skill development must be strategically integrated with practical empowerment mechanisms. The study recommends that hotel management should prioritize autonomy-driven empowerment and align training programs with real operational needs to enhance innovation and competitiveness.