A and Steven W.Brown (1978), empowerment in USA hotels has been implemented to some degree of success in some states. In a subsequent study on New York hotels, Fasa (1995) critically analyzed how empowerment can drive businesses to excel. In his findings he came up with three important levels of empowerment in organizations: employee-employer relations, employee - customer relations as well as the employee-job.
Hotels depend on employee interactions with customers to earn business. Whether a hotel is going to continue attracting customers or not depends very much on how its employees interact with customers. Therefore, customer perception on an organization is very much dependent on behavior of the workers .It can therefore be argued that, the behavior of employees working in hotels must constantly be assessed and modeled to ensure that it reflect the hotels standard and mission.
In line with suggestions by Bowen and Lowler (1992), empowerment is very critical where by a job values a relationship with its customers as opposed to a case whereby the contact is a one time off involving one transaction. This is very applicable for Hotels which look up to repeat orders.
William M. Trochim (2004) describes as prosocial behaviors any helpful behavior exhibited by employees towards customers while at work. Hartline and Ferrell (1996) divided Empowerment of workers into 3 levels
Spreitzer, G.M. (1995) views empowerment as a managerial control tool crucial to employers if self efficacy, as well as optimum job participation are going to be realised.The aforementioned are crucial in ensuring that workers portray the right behavior towards customers. A study by Zellars, Kelly L.; Tepper, Bennett J. (2001) found that empowerment plays a crucial role in shaping behaviors and job attititudes amongst workers. Empowerment of service workers has been