In this paper we draw a distinction between an HRM practice and activity. We refer
to a practice as a broader term denoting a set of activities used to implement HRM
functions. Respectively, we propose that the implementation of empowerment, as an
HRM practice, necessitates a set of HRM activities. It is noteworthy that research on
organisational empowerment as a multi-activity construct is rather limited. The most
comprehensive work in this field is done by Matthews et al. (2003). These authors
argue that the following organisational factors are linked to the facilitation of
organisational empowerment