ABSTRACT
By questioning participants of both organisations, Large and Small, with regards to their perceptions, understanding and experiences of employee empowerment, the story begins to unfold. Johnson and Duberley argue that cross-case analysis or comparison helps to search for common patterns within cases, thereby confirming or disconfirming views in the literature. At small organisation, as the non-management employees were not included in the employee empowerment programme, it was not meaningful to ask them questions about their understanding of it. In contrast, large organisation had a formal employee empowerment strategy (EP), and the chief executive officer's (CEO) aim was to empower everyone in the organisation. Unlike large organisation where the CEOs aim was to initiate an employee empowerment strategy throughout the organisation, the owner of the small organisation did not have a company-wide strategy to empower all employees. Several authors in the management literature agree that there is significant diversity regarding the conceptualisation and understanding of employee empowerment.
