Empowerment's Levels and Obstacles and its Relationship to Organizational Loyalty in the Saudi Banking Sector: An Empirical Study on a Sample of Qassim Region's Banks


Abdullah A. Al-Beraidi

Associate Professor of Management and Organizational Behaviour

Business Department, College of Economics and Business, Qassim University


Norah M. Al-Rasheed

Master of Business Administration- Ministry of Education – Saudi Arabia



This empirical study aimed to identify the levels of empowerment and organizational loyalty, explore the nature of their relationship, and to identify the main obstacles to empowerment on a sample of the staff of the Saudi banking sector, specifically in the Qassim region. In addition, it sought to analyze the empirical studies on empowerment and organizational loyalty. The total sample size was 214 employees. Descriptive analytical method was employed using a questionnaire for measuring the levels of empowerment in seven dimensions (29 items): delegation, self-motivation, teamwork, personal development, the development of creative behavior, organizational structure, and imitation and simulation. 20 items were developed to measure the three types of organizational loyalty: continuance loyalty, affective loyalty, and normative loyalty. The questionnaire included 10 items to measure obstacles to empowerment. The study concluded that the quantitative results indicated the presence of a relatively high level of both empowerment and organizational loyalty at a time in which the results indicated an increase in the constraints of empowerment. These results were discussed in the light of what the study called the integrated critical analytical approach which goes beyond the partial analysis of the quantitative results, i.e. focusing on the results of the different dimensions separately. The study assumed that such an approach could improve quantitative studies and maximize the benefits of their accumulative analytical results. Among its recommendations, the study confirmed the significance of conducting qualitative research to explore more deeply empowerment and organizational loyalty using the integrated critical analytical approach. 

Saudi Arabia,  The Institute of Public Administration: Public Administration Journal, vol. 52 (no. 2), p. 161-199.


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By Drider:

I think many of us not only saw it as a test of resolve but also your aiilbty to stand up to the current employer bullying that is prevalent in the current economic climate and not back down. I live and work in a so called right to work state, which is nothing of the sort. I look forward to one day belonging to a union again, your work and struggle makes that possibilty just a bit nearer.ThanksUntil next time .Mel

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