Relevant bibliographies by topics / Employee empowerment

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee empowerment'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Employee empowerment"

1

Pradhan, Preethi, T. J. Kamlanabhan, R. D. Thulasiraj, and V. R. Muraleedharan. "Employee Empowerment." Journal of Multidisciplinary Research in Healthcare 1, no. 1 (October 1, 2014): 53–62. http://dx.doi.org/10.15415/jmrh.2014.11005.

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Nykodym, Nick, Jack L. Simonetti, Warren R. Nielsen, and Barbara Welling. "Employee Empowerment." Empowerment in Organizations 2, no. 3 (December 1994): 45–55. http://dx.doi.org/10.1108/09684899410071699.

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Brymer, Robert A. "Employee Empowerment." Cornell Hotel and Restaurant Administration Quarterly 32, no. 1 (May 1991): 58–68. http://dx.doi.org/10.1177/001088049103200116.

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Boudrias, Jean‐Sébastien, Patrick Gaudreau, André Savoie, and Alexandre J. S. Morin. "Employee empowerment." Leadership & Organization Development Journal 30, no. 7 (September 18, 2009): 625–38. http://dx.doi.org/10.1108/01437730910991646.

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Siswanto, Siswanto, Fatchan Maulana Febriansyah, and A. Muhtadi Ridwan. "Does Employee Empowerment as a Mediating Variable the Linking of Transformational Leadership on Employee Performance?" Jurnal Manajemen Indonesia 23, no. 1 (April 28, 2023): 61. http://dx.doi.org/10.25124/jmi.v23i1.4560.

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This study aims to investigate whether employee empowerment (EE) as a mediator variable of the mechanistic pathway of transformational leadership (TL) influences employee performance (EP). A quantitative method was employed. The samples were 109 employees of regional companies in Magetan City, East Java and were collected from questionnaires. SEM-PLS was employed for data analysed. The results showed that transformational leadership directly affects employee performance. Work motivation has a role as a mediator variable from transformational leadership mechanisms to employee performance. Meanwhile, employee empowerment does not have a role as a mediator variable in the path of transformational leadership mechanisms on employee performance. The mediating role of employee empowerment in the mechanistic pathway is still contradictory. Therefore, the investigation of employee empowerment as a mediator variable in the mechanism is still recommended for future research.
 Keywords— Employee Empowerment; Employee Performance; Transformational Leadership; Work Motivation
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Dr., Rukhsana Rehman, Muhammad Najam Ul Arfeen Dr, and Sabir Sarwat. "The Impact of Health Professionals Empowerment as a Shared Responsibility to Enhance Job Satisfaction within Health Sector of Pakistan." International Journal of Management Sciences and Business Research 4, no. 8 (August 31, 2015): 46–54. https://doi.org/10.5281/zenodo.3461451.

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In this world of globalization, there is a dire need in organizations for empowerment that makes employees in a position to make accurate and quick decisions and react speedily to any changes in the surroundings. Employee Empowerment has become a part of the business philosophy in recent years. In Pakistan, hospitals are considered important assets and are trying to enhance their competitiveness by increasing job satisfaction level. This research study tested the importance of employee empowerment on job satisfaction in Gocernment / public hospitals of Pakistan. It was hypothesized that employee empowerment has an impact on job satisfaction. A questionnaire used as a tool to collect the data and was distributed to 400 respondents out of which 390 received, resulting in a rate of response of 97.5%. Data analyzed by the researchers using statistical methods group, including descriptive statistics, frequencies, reliability analysis, correlation and regression analysis tests. Among the most important results, it was concluded that employee empowerment has a positive impact on employee job satisfaction. The research results revealed that employee empowerment leads to higher employee job satisfaction in Pakistani Government hospitals.
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Ward, James A. "Implementing Employee Empowerment." Information Systems Management 14, no. 1 (January 1997): 62–65. http://dx.doi.org/10.1080/10580539708907033.

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Sanchez, Lynda, and Laura Cralle. "Attaining Employee Empowerment." Nurse Leader 10, no. 2 (April 2012): 38–40. http://dx.doi.org/10.1016/j.mnl.2011.12.010.

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Khokher, Nimra Ali, and Abdul Raziq Abdul Raziq. "The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan." Lahore Journal of Business 5, no. 2 (March 1, 2017): 81–99. http://dx.doi.org/10.35536/ljb.2017.v5.i2.a5.

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Employee empowerment plays a key role in the management of talented personnel: it enables an organization to use workers’ skills and abilities in a way that enhances the performance of both employer and employee. Based on a survey of 349 small and medium enterprises in Quetta, this study examines the impact of employee empowerment on employees’ subjective wellbeing, which is measured in terms of affective and cognitive components. Its results indicate that employee empowerment has a significant and positive impact on employees’ subjective wellbeing, implying that senior managers should prioritize this aspect of human resource management.
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Wang, Yajing, and Hyundo Seol. "The Effect of Employee Experience on Innovative Behavior Mediated by Psychological Empowerment: A Study of Chinese Employees." Korean Career, Entrepreneurship & Business Association 8, no. 5 (September 30, 2024): 237–59. http://dx.doi.org/10.48206/kceba.2024.8.5.237.

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This study investigates the impact of employee experience (EX) on innovative behavior, with a particular focus on the mediating role of psychological empowerment. Data was collected from 450 employees across various industries in eight major cities in China, including Beijing, Shanghai, and Shenzhen. The survey employed a five-point Likert scale to measure employee experience across three dimensions: physical environment, cultural environment, and technological environment. Structural equation modeling was used to analyze the data. The results indicate that the three dimensions of Employee Experience (physical environment, cultural environment, and technological environment) have both direct and indirect effects on innovative behavior through Psychological Empowerment. First, each dimension of Employee Experience was found to have a significant positive impact on innovative behavior. Specifically, improvements in physical, cultural, and technological environments lead to more innovative behavior among employees. Second, Psychological Empowerment positively influences innovative behavior and mediates the relationship between Employee Experience and innovative behavior. More specifically, Psychological Empowerment partially mediates the relationship between the physical and cultural environments of Employee Experience and innovative behavior. This suggests that when employees work in a pleasant environment and feel a sense of belonging to the organizational culture, their Psychological Empowerment increases, leading them to engage more actively in innovative behavior. Third, the technological environment does not have a significant impact on Psychological Empowerment. This result indicates that simply introducing the latest technology may not enhance employees' Psychological Empowerment, highlighting the need for training and support systems to effectively utilize technology. This study underscores the importance of Employee Experience in understanding employee behavior, particularly innovative behavior. By examining the sub-dimensions of Employee Experience, the study extends existing research on the relationship between Psychological Empowerment and innovative behavior, providing a deeper understanding of their interactions. It demonstrates that improving Employee Experience can promote innovative behavior. The study also discusses its limitations and suggests directions for future research.
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Dissertations / Theses on the topic "Employee empowerment"

1

Menon, Sanjay T. "Employee empowerment : definition, measurement and construct validation." Thesis, McGill University, 1995. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=29088.

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The notion of improving employee productivity and satisfaction through increased work autonomy has led to a variety of managerial practices that seek to enhance employees' sense of control over their work and workplace. One such organizational intervention which has gained currency last decade is empowerment. This thesis is an attempt clearly explicate the precise nature of the empowerment construct through theoretical analysis and empirical investigation.<br>An analysis of the construct of power from a psychological perspective yielded three dimensions of power: power as perceived control, power as perceived competence and power as being energized toward valued goals. Based on this analysis and a review of existing literature on empowerment, the empowered state was defined as a cognitive state perceived control, perceived competence and goal internalization. Building on this definition, a number of antecedents and of empowerment were examined leading to theoretical propositions and testable hypotheses.<br>The empirical test of the proposed theoretical framework was carried out in two stages. Phase I was devoted to the development of a psychometrically sound measure of empowerment. Phase II was concerned with construct validation through the testing of hypotheses relating the empowerment construct to other established constructs.<br>The empirical results supported the view that empowerment is a construct conceptually distinct from other constructs such as delegation, self-efficacy and intrinsic task motivation. The proposed multi-dimensional nature of empowerment was also strongly supported. In addition, organizational and job level context factors as well as select managerial behaviors were identified as possibile antecedents of empowerment. Empowerment was also found to be significantly related to a number of outcome variables including job satisfaction, job involvement and organizational commitment. The thesis concludes with implications for managerial practices and suggestions for future research.
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Hermawan, Aji. "Analysing variations in employee empowerment in Indonesia." Thesis, University of Manchester, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488985.

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This thesis aims to provide an examination of theory and practice of empowerment in an Indonesian context. It develops a theoretical analysis of empowerment based on literature from several disciplines including organisational behaviour, human resource management, community psychology, and political science. It integrates perspectives by taking advantage of the diversity offered by these disciplines, while recognising the limitations of one discipline, in order to produce a richly contextualised understanding of empowerment. As a consequence, this study also combines their different methodologies. It consists of four cases of manufacturing plants in Indonesia. The empirical work involved a survey of employees, interviews with management and employees, and analysis of corporate documents.
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Turner, Jon T. Jr. "Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5306/.

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The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently than top management.
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Gqamane, Zukiswa. "An investigation of the empowerment needs of councillors with reference to the King Sabata Dalindyebo local municipality, province of the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010168.

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The purpose of this study was to investigate the empowerment needs of councillors in a municipality. The main focus was to assess the successes or inadequacies of the empowerment programmes previously offered to councillors by the King Sabata Dalindyebo Local Municipality. In order to achieve the research objectives an in-depth literature study was undertaken. A survey was also conducted to examine the level of empowerment being offered by the King Sabata Dalindyebo Local Municipality to its councillors and the data was collected by means of self-administered questionnaires. The literature study proved the hypothesis to be correct, which stated that empowered councillors could enhance effective public participation, effective communication which could result in effective service delivery. The empirical study revealed that certain councillors require adequate training in areas such as communication skills, council’s rules of procedures and new developmental mandate assigned to local government. The empirical survey also revealed that there is limited mutual trust between councillors and the senior officials, immediate intervention is required to restore trust between councillors and officials. It has been recommended that King Sabata Dalindyebo Local Municipality should not only provide regular “in house” training, but also training conducted by outside agencies is required. In certain instances, one may find that municipalities may not have fully capacitated persons for “in house” training. Thus, outside agencies which possess the relevant expertise such as universities and SALGA should be encouraged to also facilitate capacity training for councillors.
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Philamon, Jan Elizabeth, and n/a. "Influences on Employee Empowerment, Commitment and Well-Being in a Gambling Industry." Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20041013.114742.

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To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.
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6

Philamon, Jan Elizabeth. "Influences on Employee Empowerment, Commitment and Well-Being in a Gambling Industry." Thesis, Griffith University, 2004. http://hdl.handle.net/10072/365192.

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To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>School of Applied Psychology (Health)<br>Full Text
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Yacobucci, Peter. "Antecedents of employee extra work effort: The importance of employee empowerment and organizational commitment." Diss., The University of Arizona, 2003. http://hdl.handle.net/10150/280336.

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This study uses a survey of a large sample of public and private sector employees in Tucson, Arizona, to reveal the determinants of employee extra work effort. Extra work effort is defined as those actions benefitting their employer performed by employees for which employees are not explicitly compensated. The current literature suggests employee empowerment through the variation of personnel systems to allow for greater employee responsibility and decision-making as a powerful determinant of employee extra work effort. The finding of this research suggests that while the implementation of these personnel systems may increase other positive occupational traits, such as job satisfaction and employee interest, no direct connection can be made between employee empowerment managerial systems and employee extra work effort. Instead, organizational commitment is a more robust determinant of employee extra work effort. Implications of these findings are suggested for the current literature and practical application.
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Williamson, Kathleen M. "Home health care nurses' perceptions of empowerment." Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 150 p, 2005. http://proquest.umi.com/pqdweb?did=954038861&sid=5&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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Lingenfelder, Delmarie. "Die ontwikkeling en empiriese evaluering van n verduidelikende strukturele sielkundige bemagtigingsmodel." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97282.

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Thesis (MBA)--Stellenbosch University, 2014<br>AFRIKAANSE OPSOMMING: Die navorsingstudie spruit voort uit ʼn dringende behoefte om die faktore te verstaan wat daartoe bydra dat sekere werknemers meer geneig is om te wil groei en wat organisasies gevolglik kan doen om werknemers te motiveer en meer te wil ontwikkel. Etlike faktore gee aanleiding tot ʼntekort aan lynbestuurders en die feit dat die begeerte om te groei ʼn skaars karaktereienskap by werknemers is. Sekere konstrukte is beheerbaar, terwyl ander nie beheerbaar is nie. Deur die beheerbare faktore te identifiseer, stel organisasies en bestuurders in staat om aksieplanne te implementeer om die impak van die konstrukte en die afwesigheid van sielkundige eienaarskap in die werksplek te verminder. Aksieplanne soos bevordering van sielkundige eienaarskap mag daartoe lei om die hoeveelheid lynbestuurders te vergroot. Dit sal bydra om tekorte uit te wis en uitdagende omstandighede die hoof te bied. Bewese navorsing oor die implementering van ʼn gestruktureerde werknemerbemagtigingsprogram kan bydra om hierdie uitdaging van die afwesigheid van sielkundige eienaarskap te oorkom. Die lynbestuurder en sy/haar bevoegdheid is ʼn sleutelrolspeler in sodanige program en die bestuur van werknemers. Hierdie studie het ten doel om ʼn bestaande sielkundige bemagtigingsmodel vir lynbestuurders te herevalueer en addisionele veranderlikes voor te stel wat organisasie-uitkomste soos werkstevredenheid, werknemerdoeltreffendheid, organisasie-verbondenheid en voorneme om te bedank beïnvloed. As lynbestuurders en organisasies verstaan watter lynbestuurbevoegdhede organisasie-uitkomste beïnvloed, asook die manier waarop hierdie bevoegdhede op sodanige uitkomste inwerk, kan hulle toegerus word om prosesse en programme te formuleer wat tot die behoud van ʼn vaardigheid in die organisasie kan bydra. Die studie en die operasionalisering van die sielkundige bemagtigingsbevoegdhede was onsuksesvol. Die gevolgtrekking word gemaak dat die voorgestelde model gereduseer moes word en talentbestuur se latente veranderlikes uit die model verwyder moes word. Modelpassing was swak met betrekking tot die gereduseerde model. Modelspesifieke wysigings wat aangebring is, was gebaseer op modifikasie-indeksvoorstelle wat uit die data afleibaar was. Met verwysing na die gewysigde model is goeie passing getoon en ondersteuning van alle fasette en bene gevind. Daar word aanbeveel dat navorsing oor kruisvalidasie met betrekking tot die gewysigde gereduseerde model gedoen word.
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Black, Janice Adele. "The relationship of human resource development manager empowerment to organizational conditions." Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-10022007-145213/.

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Books on the topic "Employee empowerment"

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Bloom, Daniel T. Employee Empowerment. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735.

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McClenaghan, Gary R. Employee empowerment-opportunities and problems. London, Canada: Western Business School, University of Western Ontario, 1992.

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Wilson, Terry. The empowerment manual. Aldershot, England: Gower, 1996.

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Thompson, Colin J. M. Becoming the best: Empowering employees to deliver service excellence. Bedford: IFS International, 1994.

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Ortigas, Carmela D. Training for empowerment: Formulated for the Foundation for Educational Evolution and Development, FEED. Quezon City: Office of Research and Publications, School of Arts and Sciences, Ateneo de Manila University, 1993.

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Bruscaglioni, Massimo. Il gusto del potere: Empowerment di persone ed azienda. Milano: F. Angeli, 2000.

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Scott, Cynthia D. Empowerment: A practical guide for success. Menlo Park, Calif: Crisp Pubns., 1991.

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Seifert, Lucy. 40 activities for training in self-empowerment. Aldershot: Gower, 1996.

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Davenport, Jenny. Employee empowerment in local government: Panacea or poppycock? London: Local Government Management Board, 1995.

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1948-, Quinn John J., and Davies, Peter W. F., 1956-, eds. Ethics and empowerment. Houndmills, Basingstoke, Hampshire, UK: Macmillan Press, 1999.

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Book chapters on the topic "Employee empowerment"

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Bloom, Daniel T. "Introduction." In Employee Empowerment, 1–4. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-1.

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Bloom, Daniel T. "How Do We Define Empowerment?" In Employee Empowerment, 5–14. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-2.

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Bloom, Daniel T. "The Role of DNA in Life." In Employee Empowerment, 15–18. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-3.

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Bloom, Daniel T. "The Role of DNA in Business." In Employee Empowerment, 19–30. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-4.

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Bloom, Daniel T. "The TLS Continuum Empowerment Model." In Employee Empowerment, 31–40. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-5.

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Bloom, Daniel T. "The Empowered Manager." In Employee Empowerment, 41–46. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-6.

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Bloom, Daniel T. "Empowerment through Cross-Functional Teams." In Employee Empowerment, 47–66. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-7.

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Bloom, Daniel T. "Empowerment of Human Capital." In Employee Empowerment, 67–80. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-8.

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Bloom, Daniel T. "Empowerment and Engagement." In Employee Empowerment, 81–92. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-9.

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Romero, Steven. "Employee Empowerment." In Eliminating “Us and Them”, 185–87. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3645-0_18.

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Conference papers on the topic "Employee empowerment"

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Mushavhanamadi, K., E. M. Bakama, and T. Sitholimela. "Enhancing Employee Empowerment in Railway Manufacturing: The Impact of Industry 4.0 Digital Technologies." In 2024 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), 848–52. IEEE, 2024. https://doi.org/10.1109/ieem62345.2024.10857208.

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Arun, R., R. R. Rajeshwari, Shailaja A. Akkur, and R. B. Lakshmi. "Employee Development and its Effect on Employee Performance a Conceptual Framework Using Psychological Empowerment Link Based on CNN-DELM Approach." In 2024 Asian Conference on Intelligent Technologies (ACOIT), 1–6. IEEE, 2024. https://doi.org/10.1109/acoit62457.2024.10939288.

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V, Sudeesh Kumar, Mahendira Kumar S, S. Praveen Kumar, Akyf Thanish A, and M. Rithani. "Implementing Multinomial Naive Bayes for Employee Empowerment: A Transparent Platform for Task Management and Issue Resolution." In 2024 International Conference on Artificial Intelligence and Emerging Technology (Global AI Summit), 430–35. IEEE, 2024. https://doi.org/10.1109/globalaisummit62156.2024.10947813.

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Xiaojun, Fan. "Employee Empowerment in the Network Era." In Proceedings of the 4th International Conference on Economics, Management, Law and Education (EMLE 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/emle-18.2018.89.

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Dunker, Jeffrey D. "Employee empowerment in the computer consultant field." In the 22nd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/196355.196415.

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Agustina, G., S. E. Nurhayati, L. A. Wibowo, Nandang Djunaedi, and Feby Febrian. "Effect of Employee Empowerment on Lecturer Performance." In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.036.

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Pitoyo, Djoko. "Employee Empowerment at PT PLN UIP JBB." In Proceedings of the International Conference on Trade 2019 (ICOT 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icot-19.2019.24.

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Wulandari, Nurlaily, Alvin Arifin, Masfufatul Khoiriyah, R. A. Istiqomah Pujiningtiyas, and Moh Arifin. "Effect of Empowerment and Compensation on Employee Loyalty." In International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0010330902590263.

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Gürbüz, Gözde, İlknur Kumkale, and Adil Oğuzhan. "TheEffects of Empowerment Applications on Organizational Loyality in the Banking Sector: A Study of Trakya Region." In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00767.

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Abstract:
It is necessary that several applications should be done by the firms to adaptation to the changing market conditions and taking advantage of loyality. The first-major one of these applications is “empowerment” which is a modern management application. Efforts and labor of employees, who are so important for the firms’ developing and growing process, make valuable the firms. As businesses are aware of this, give power, responsibility, authority, and confidence to the employees; and thus they will be empowered. When the employees feel that they are empowered, their loyality will increase to the employer. This is important for the firms in today's hard conditions. In this study, it was investigated how was applied empowerment in the banking sector that there is intensive competition and how the empowerment effect the loyality level on the organization. The study is done via first data acquired from questionnary which were applied to 382 employees in 20 banks in Edirne, Tekirdağ and Kırklareli city-centers, and seconder data is from the literrature. The reliability test, demographical dispersion of employees, interpretation of employee empowerment and organizational commitment’s surveys, factor analiysis, variation tests (Kolmogrov-Smirnov Z, Mann-Whitney U, Kruskal-Wallis), regression and correlation analysis was made by SPSS. As a result of the study, it is concluded that, the empowerment applications in the banking sector, increased the loyality of the employee to the organizations.
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Almazrouei, Safeya, and Shaker Bani-Melhem. "Predicting Employee Voice Behavior: Exploring the Roles of Empowering Leadership, LMX and the Mediation Effect of Psychological Empowerment." In International Symposium on Engineering and Business Administration. Switzerland: Trans Tech Publications Ltd, 2023. http://dx.doi.org/10.4028/p-4cghgm.

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When employees consciously suppress important information, suggestions or concerns from their managers, negative implications for organizational performance can emerge. Some studies suggested that employees often choose to remain silent when faced with the choice of whether or not to raise an issue. Therefore, the main objective of this research is to examine the factors that impact employee voice behavior (VB). The research theorizes that empowering leadership and Leader-Member Exchange (LMX) significantly and positively impacts employee voice behavior in UAE public sector (N=146). Moreover, this study broadens the previous research on the empowering leadership, LMX and employee voice relationship by introducing employee psychological empowerment as a mediator. The data was gathered using the online survey. The results of the statistical analysis using structural equation modeling with Smart-Partial Least Squares (PLS).3 showed that empowering leadership directly and indirectly (through psychological empowerment) impact on employee voice behavior. Surprisingly, the results presented no significant relationships between LMX and voice behavior. However, the relationships only exist through the psychological empowerment (fully mediate). Implications of the study model for management or human resource management as well as for future research are discussed. Keywords: Empowering leadership, Leader-member exchange, psychological empowerment, employee voice behavior
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Reports on the topic "Employee empowerment"

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Ford, Deborah. An Evaluation of Moderating Influences of Employee Proactive Personality: Empowerment and Political Skill. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.515.

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Minkanic, Michelle, and Emily Tran. Socioeconomic and Cultural Factors Influencing Type of Hormonal Contraceptive Use in Women in Developed vs Under-Developed Geographic Areas. Science Repository, April 2024. http://dx.doi.org/10.31487/j.cei.2024.01.01.

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The intent of this study is to identify and compare sociocultural barriers in various geographic regions that impede access, type and use of hormonal contraception, and methods to improve restrictions in access. Understanding and addressing sociocultural barriers to hormonal contraception on a larger intercontinental scale can create a more effective and inclusive healthcare system. A search using PubMed, Cochrane, and Embase was conducted on current and past literature performed in various developmental countries. Terms such as “birth control access AND developed nations”, “barriers of hormonal contraception AND low-income countries” were used. Studies included ranged from RCTs, cross-sectional studies, literature reviews, and meta-analyses. Countries reviewed with lower levels of development in Africa, the Middle East, Southeast Asia, and Latin America have demonstrated a rise in long-acting hormonal contraception (LARCs) after injectables. Barriers in these regions include misconceptions fertility and contraception use, access to modern contraceptives (these include oral and emergency contraceptive pills, implants, injectables, contraceptive patches and rings, intrauterine devices, female and male sterilization, vaginal barrier methods and female condoms), stigma and patriarchal settings that result in male influence on women’s reproductive choices. More developed regions of the world like the United States and Europe demonstrated a range of contraceptive options with the most compliance for intrauterine implants (IUDs) in younger reproductive women. The greatest hindrances for developed regions were cost, difficulty obtaining appointments, and fallacies for future fertility. Contraceptive education and culturally sensitive counseling should be emphasized for healthcare employees serving women with ease of access, and to strengthen reproductive support services. Advocating to provide underdeveloped regions with better contraceptive resources highlights an importance to give women globally the empowerment to choose the direction of their own reproductive journey.
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Kelley, Allyson, Brighten Crawford, Morgan Witzel, Kaden Martin, Ashley Weigum, Kelley Milligan, and Curtis Hartley. Spirituality in the Workplace: A qualitative study of spiritual practices of a small woman-owned research and evaluation company. Allyson Kelley & Associates PLLC, April 2024. http://dx.doi.org/10.62689/cx0hnl.

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Workplace spirituality has been defined as a framework for organizational values that is part of the culture, connection, and future. AKA is a small woman-owned, spirit-led business. Our mission and vision direct us toward programs, research, evaluation, and communities that match our values, theories, and interests. Because spirituality is essential for wellness, well teams, and well communities, we designed this study to explore AKA team member views about spirituality and how they incorporate spirituality in their work. The following research questions to guide this study: 1) What are some spiritual practices of AKA team members? and 2) How do spiritual practices influence the inner self, outer self, and team/clients? Methods: Data for this study were collected from AKA Associates with Zoom interviews from May 2023 to July 2023. Interviews were audio recorded, transcribed using Otter.ai, cleaned, and coded using thematic analysis. Results: The research team contacted twelve AKA associates; nine were eligible to participate. Two were male, and seven were female. The thematic analysis revealed three major workplace spirituality themes: beliefs, practices, and experiences. Spiritual beliefs varied among the team. Many cited a belief in God or a higher power. Others mentioned goodness, altruism, and a Divine connection to the path they are on. Practices have to do with the outer self and what we do, what we see, and what we hear. AKA associates’ practices vary from prayer, journaling, forgiveness, burning sage, being in nature, attending church, having joy, gratitude, and involvement in church/faith communities. AKA associates talked about their varied experiences, including service, generosity, empowerment, grounding, integrity/accountability, advocacy, and authenticity. Discussion: This qualitative study found that beliefs, practices, and experiences create connections and enduring relationships. Within the AKA team, beliefs varied about spirituality. Some believed in a Creator or God; others talked about a higher power, goodness, or nothing. Spirituality in the workplace has the potential to improve the health and well-being of employees and clients served. Spiritual beliefs vary within individuals and organizations; what is most important is the experiences that result from a spiritual orientation. When personal, organizational, and spiritual values align, growth, creativity, and innovation happen.
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