Consequences of empowerment among restaurant servers

Abstract

Purpose This study seeks to investigate the impact of empowerment on both organizational citizenship behavior (OCB) and average check size per customer for individual restaurant servers in the United States. Design/methodology/approach This empirical study was designed by using three different sources of information: employees' self‐reports, supervisor‐ratings and system‐generated productivity indexes. The study obtained a final sample of 108 servers who are in charge of table services such as order‐taking and delivering food with a point of sales (POS) system. Findings The results demonstrate that influence, a dimension of empowerment, has a positive effect on supervisor‐rated OCB whereas attitude, the other dimension of empowerment, has a positive impact on average check size per customer. In addition, OCB appears to be negatively related to average check size per customer. Practical implications The findings are important given that few studies have examined the impact of empowerment on organizationally meaningful outcomes since past empowerment studies predominantly related empowerment to attitudinal and/or behavioral outcomes measured by self‐reports. The relationship between two consequences of empowerment raises a managerial issue. Given that OCB has a negative relationship with an individual's average check size, it would be problematic to reward servers individually solely based on objective indicators of performance. Originality/value This study presents empirical evidence that empowered employees are more likely to demonstrate helping behaviors and generate larger check sizes.

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