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This paper examines the difference in levels of psychological empowerment in Malaysian small and large oilfield service company's field employees in order to understand in which of the settings psychological empowerment strategy is most effective to the point the employees really feel empowered. According to [1], size-related characteristics of small companies usually manifest in challenges such as...
The intellectual gap experienced by the oil and gas industry has created a hyper competitive environment forcing organizations to look for ways to retain their best talents beyond the traditional benefit offerings. This paper examines if components of psychological empowerment contribute to employee retention. To examine this, a survey was administered to 37 oilfield service personnel from different...
The aim of this study is to identify the key performance indicators (KPIs) used to monitor and measure operational quality performance in the oil and gas industry. To investigate this, a face-to-face interview was administered to nine subject matter experts in oil and gas industry from different oil and gas companies in Malaysia, together with a study of two case companies -a service provider and...
This paper presents a model that identifies accountability, responsibility, and choice as high-level determinants of employee psychological empowerment in the oil and gas industry particularly in relation to improving operational quality. Psychological Empowerment is targeted at influencing the hearts and minds of the individual and can only be said to have taken place when the individual truly believes...
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