Job autonomy is the power that workers have over their own work condition, (Brey 1999). It is the extent or level of liberty and judgment allowable to an employee over his or her job. As a regular rule, where autonomy is greater in a job it creates a sense of accountability and positive job satisfaction in the employee. Not all employees, however, prefers a job with high degree of accountability.
Parker (1997) presents insight into why autonomy will increase role extent. She found not only that improved autonomy increased ownership of issues but also that employees deem a wider variety of skills and knowledge as important for their roles. Better control over the work surroundings motivates employees to undertake new tasks and master them. It is reliable with work design research that confirms the motivational benefits of’ work autonomy (Fried ; Ferris, 1987: Morgeson ; Campion. 2003). This defines that when given autonomy, individuals are likely to integrate more responsibilities into the original role.
A link between size and the expansion of internal rules and structures has been extensively confirmed (Blau et al. 1966) ; (Marsden et al., 1996). The outcome on autonomy has evenly been explored and confirmed. This connection has established special attention in the situation of the private banking sector, because their direction toward autonomy is believed to be strong and therefore their loss of autonomy can be particularly challenging. (McKinlay, 1989)(Derber, 1982).
A general view among both scholars and practitioners holds that senior level employees enjoy high levels of’ personal autonomy. Many senior level employees perceive this as the most important dimension of work design allowing them to take decisions and guide their teams accordingly. Autonomy is considered to encourage the entrepreneurship of each employee, allowing them to be creative and able to take risks by implementing their own ideas or plans (Davis, 1994). Autonomy is also the only working feature that is directly related to the perceived responsibility of the employee, which in turn binds with high intrinsic motivation. For the employee to feel personally responsible to work, considerable freedom of decision on the carrying out various tasks should be given (Chelladurai, 1999). Autonomy at work reduces the interactions between employees and individuals become more independent and gain greater control over the planning and implementation of their tasks (Langfred, 2000). In this sense, it is possible that autonomy plays a catalytic role in the negative consequences of role conflict and role uncertainty.