Comparing psychological empowerment levels of field employees in small and large companies of the oilfield service industry

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 ability to offer career paths or reward packages equitable with large organizations. A total of 41 oilfield service field employees were investigated from 4 different oilfield service companies. The results indicate that field employees in smaller oilfield service companies experience less psychological empowerment compared to the field employees in the larger companies, suggesting that small oilfield service companies need to do more to empower their employees.