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Kong, Haiyan, Ning Sun, and Qi Yan. "New generation, psychological empowerment." International Journal of Contemporary Hospitality Management 28, no. 11 (November 14, 2016): 2553–69. http://dx.doi.org/10.1108/ijchm-05-2014-0222.
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Purpose This study aims to explore the influence of psychological empowerment on the career competencies of Generation Y employees and the relationship between empowerment and career satisfaction. Design/methodology/approach Generation Y working in the hospitality industry comprised the target population of this study. A total of 500 questionnaires were distributed, and 458 valid questionnaires were obtained. Structural equation modeling was used to analyze the data and to test the causal relationships among the constructs. Findings Psychological empowerment was positively related to career competencies and career satisfaction. Moreover, the four dimensions of psychological empowerment, namely, impact, competence, self-determination and meaning, also contributed positively to the career competencies and satisfaction of Generation Y. Findings indicated that empowerment was an important predictor of career management among young employees. Research limitations/implications The limitation of this study is the use of convenience sampling method, with participants selected according to their accessibility. Future studies should collect a reasonably broad sample by using probability sampling methods. Practical implications The findings of this study provided useful guidance to manage and empower Generation Y employees. First, the importance of psychological empowerment to enhance the career competencies and satisfaction of young employees was proved. Second, this study provided detailed information on how to empower Generation Y employees. Third, this study may help to retain qualified employees by empowering and supporting their career development. Social implications This study highlighted the importance of empowerment in managing Generation Y employees. Once Generation Y employees are trusted and empowered, they tend to perform well in both their job and career. Findings indicated that the four factors of psychological empowerment had different contributions to careers of the employees. Results suggest that managers should attempt to assign challenging and meaningful tasks to young employees and to increase their responsibility and impact in the organization. To attract and retain qualified young employees, career competences should be enhanced to achieve a level of career satisfaction. Originality/value This study presented new findings on Generation Y and the outcomes of psychological empowerment. Initial evidence on the contribution of empowerment to the career issues of the new generation was proved. The findings outlined detailed information on psychological empowerment by exploring the function of its four factors. The results may serve as a foundation for future research on empowerment and career issues of Generation Y.
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Abou Hashish, Ebtsam Aly, Neveen Hassan Abdel All, and Amal Awad Mousa. "Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity." Journal of Nursing Education and Practice 8, no. 9 (April 19, 2018): 36. http://dx.doi.org/10.5430/jnep.v8n9p36.
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Background and objective: Psychological empowerment and work engagement are vital factors to consider when managing changes in workplace and enhancing both individual and overall organizational performance and increasing nurses’ job security. This study aimed to explore how nurses perceive their psychological empowerment, work engagement, and job insecurity. Further, to investigate whether nurses’ perception of psychological empowerment is related to their work engagement and job insecurity.Methods: A descriptive correlational research design was conducted using a convenience sample of nurses (N = 400) working in Damanhur educational hospital, Egypt. Psychological Empowerment Questionnaire, Utrecht Work Engagement Scale, and Job Insecurity Inventory proved valid and reliable to measure study variables.Results: The present study revealed that nurses experienced high psychological empowerment and work engagement and perceive a lower level of job insecurity. A significant positive correlation was found between nurses’ perception of psychological empowerment and their work engagement. On the contrary, Job Insecurity was negatively correlated with each of psychological empowerment and work engagement (p < .001). In addition, psychological empowerment and work engagement can significantly predict 6.6%, and 9.3% of job insecurity respectively where the regression model is significant (p < .001).Conclusions: Nurses perceived their work environment as empowering and their work as challenging and stimulating, rending their competence, so they psychologically attached to and engaged in work and feel less job insecurity. Recommendations: Creating an atmosphere of trust and empowering nurses psychologically is inevitable. Hospital managers can adopt strategies that facilitate nurses’ engagement and reduce the levels of job insecurity. Positive empowering work climate, social support, and nurse managers leadership styles are factors that foster work engagement and job security.
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Stewart, Julie G., Rita McNulty, Mary T. Quinn Griffin, and Joyce J. Fitzpatrick. "Psychological empowerment and structural empowerment among nurse practitioners." Journal of the American Academy of Nurse Practitioners 22, no. 1 (January 2010): 27–34. http://dx.doi.org/10.1111/j.1745-7599.2009.00467.x.
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Kesawa, Agil Halis, Inas Khildah Fatmawati, Diah Pitaloka Puspitasari, Budi Prastyo, and Hujjatullah Fazlurrahman. "The Effect of Psychological Well-Being and Psychological Empowerment on Job Satisfaction in Intitusion X." International Journal of Advances in Management and Economics 8, no. 6 (October 30, 2019): 11–15. http://dx.doi.org/10.31270/ijame/v08/i06/2019/2.
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This study aims to analyze the effect of psychological well-being and psychological empowerment on job satisfaction in institutions x. The sampling technique uses saturated samples with a total of 36 educators working under 10 years. This type of research is quantitative research. The statistical analysis used in this study is the Statistical Package for the Social Sciences (SPSS) with the help of SPSS IBM Version 20.0 software. The results of this study indicate that psychological well-being has no significant effect on job satisfaction. But psychological empowerment has a significant and positive effect on job satisfaction, and psychological well-being and psychological empowerment have a significant and positive effect on job satisfaction. Keywords: Psychological well-being, Psychological Empowerment, Job Satisfaction.
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Jaiswal, Shivangi, and Pankaj Joge. "A STUDY ON IMPACT OF PSYCHOLOGICAL EMPOWERMENT ON EMPLOYEE RETENTION IN TECHNICAL INSTITUTES OF DURG AND BHILAI." International Journal of Research -GRANTHAALAYAH 6, no. 1 (January 31, 2018): 470–79. http://dx.doi.org/10.29121/granthaalayah.v6.i1.2018.1656.
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Psychological empowerment is the oil that lubricates the exercise of learning. Talented and psychological empowered human capital is becoming the prime ingredient of organizational success. If an employee is psychologically empowered, that means that he feels free to express his ideas and thus the employees would perform better in the job. Psychological empowered human capital is becoming the prime ingredient of organizational success. A critical feature of successful teams, especially in knowledge-based enterprises, is that they are invested with a significant degree of psychological empowerment, or decision-making authority. Psychologically empowered employees are always an asset to any organization because they will be self-driven and motivated to perform well in their work. This research will enable us to know what the impacts of psychological empowerment on employee retention are. For the research, the sample units were 75 faculties of 5 technical institutes in Durg and Bhilai. Questionnaire was used to collect the data. The analysis of the data was done through SPSS software, using Regression analysis. Through this research it was found that psychological empowerment does contribute to employee retention.
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Nadhira Putri, Derryna, and Wustari Mangundjaya. "Examining the Effects of Organizational Learning on Workforce Agility through Psychological Empowerment." Open Journal for Psychological Research 4, no. 2 (November 6, 2020): 85–94. http://dx.doi.org/10.32591/coas.ojpr.0402.02085n.
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This era currently has become a more competitive and volatile environment. Companies must be invariably innovative, adaptive, and open to any changes. Constant learning and being psychologically enabled at work will lead the employees to be agile. The purpose of this research is to examine the relationship between organizational learning and workforce agility with the moderation of psychological empowerment. This study used a quantitative approach by distributing an online survey to the employees that work in commerce companies with N= 138 people. The research data obtained were then analyzed using descriptive statistics, confirmation factor analysis (CFA), and structural equation modeling (SEM). The results showed that organizational learning has a positive and significant relationship with psychological empowerment. Psychological empowerment has a positive and significant relationship with workforce agility, and psychological empowerment fully moderates the relationship between organizational learning and workforce agility. Based on the results of this study, psychological empowerment has an essential role in organizational learning to increase labor agility.
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Miguel, Marta C., José H. Ornelas, and João P. Maroco. "DEFINING PSYCHOLOGICAL EMPOWERMENT CONSTRUCT: ANALYSIS OF THREE EMPOWERMENT SCALES." Journal of Community Psychology 43, no. 7 (August 12, 2015): 900–919. http://dx.doi.org/10.1002/jcop.21721.
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Amir Masoud, Mahfuzur Rahman, and Mohamed Albaity. "Psychological Empowerment Antecedents and Cognitions." International Journal of Information Processing and Management 4, no. 4 (June 30, 2013): 137–45. http://dx.doi.org/10.4156/ijipm.vol4.issue4.15.
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Sharma, Naman, and Vinod Kumar Singh. "Psychological Empowerment and Employee Engagement." International Journal of Human Capital and Information Technology Professionals 9, no. 4 (October 2018): 44–55. http://dx.doi.org/10.4018/ijhcitp.2018100103.
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There is an increasing interest in investigating antecedents of employee engagement at workplace. The present article examines the role of psychological empowerment as an antecedent of employee engagement in organizations and simultaneously explored the mediating role of constructive deviance. Data was collected from 233 Indian IT sector employees. A mediation effect was documented through multiple regression analysis suggested by Barron and Kenny. Findings suggest that both psychological empowerment and constructive deviance positively affect employee engagement while constructive deviance acts as significant mediator between them. Theoretical and practical implications of the findings are discussed.
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Jha, Sumi. "Transformational leadership and psychological empowerment." South Asian Journal of Global Business Research 3, no. 1 (February 25, 2014): 18–35. http://dx.doi.org/10.1108/sajgbr-04-2012-0036.
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Purpose – The purpose of this paper is to understand various antecedents of organizational citizenship behavior (OCB). Transformational leadership and psychological empowerment were two independent variables chosen for the study. Design/methodology/approach – Standard questionnaires were used to collect data. The sample of 319 employees of different five-star hotels formed the source of data. Frontline employees having two to three subordinates and were from hotels which were in operation at least since last two years, took part in the study. Findings – The effect of transformational leadership on OCB has been found to be significant and positive. The moderating effect of psychological empowerment on OCB was also found significant. Research limitations/implications – The theoretical development from this paper will contribute toward understanding the antecedents of OCB. The moderating effect of psychological empowerment will reinforce the importance of psychological empowerment. Practical implications – It can develop practices to enhance the feeling of psychological empowerment through several training program. Leaders at the top positions shall emphasize on OCB by bringing cultural change. Originality/value – This paper probes the OCB's antecedents. It also studied the moderating effect of psychological empowerment on the relationship of transformational leadership and OCB.
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Pradhan, Rabindra Kumar, Madhusmita Panda, and Lalatendu Kesari Jena. "Transformational leadership and psychological empowerment." Journal of Enterprise Information Management 30, no. 1 (February 13, 2017): 82–95. http://dx.doi.org/10.1108/jeim-01-2016-0026.
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Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.
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Siegall, Marc, and Susan Gardner. "Contextual factors of psychological empowerment." Personnel Review 29, no. 6 (December 2000): 703–22. http://dx.doi.org/10.1108/00483480010296474.
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Tuuli, Martin Morgan, and Steve Rowlinson. "Performance Consequences of Psychological Empowerment." Journal of Construction Engineering and Management 135, no. 12 (December 2009): 1334–47. http://dx.doi.org/10.1061/(asce)co.1943-7862.0000103.
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Guangping Wang and Peggy D. Lee. "Psychological Empowerment and Job Satisfaction." Group & Organization Management 34, no. 3 (February 23, 2009): 271–96. http://dx.doi.org/10.1177/1059601108330089.
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Christens, Brian D., N. Andrew Peterson, and Paul W. Speer. "Community Participation and Psychological Empowerment." Health Education & Behavior 38, no. 4 (April 2011): 339–47. http://dx.doi.org/10.1177/1090198110372880.
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Ozer, Emily J., and Marieka Schotland. "Psychological Empowerment Among Urban Youth." Health Education & Behavior 38, no. 4 (May 23, 2011): 348–56. http://dx.doi.org/10.1177/1090198110373734.
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Zimmerman, Marc A. "Psychological empowerment: Issues and illustrations." American Journal of Community Psychology 23, no. 5 (October 1995): 581–99. http://dx.doi.org/10.1007/bf02506983.
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Muduli, Ashutosh, and Ganes Pandya. "Psychological Empowerment and Workforce Agility." Psychological Studies 63, no. 3 (July 16, 2018): 276–85. http://dx.doi.org/10.1007/s12646-018-0456-8.
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Weidenstedt, Linda. "Employee Empowerment and Paternalism: A Conceptual Analysis of Empowerment's Embeddedness in Communicative Contexts." management revue 31, no. 4 (2020): 444–64. http://dx.doi.org/10.5771/0935-9915-2020-4-444.
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Empowerment as a management technique builds on the assumption that employees desire more power. Consequently, to a large extent, research on employee empowerment has focused on defining the type of power that should be contained in empowerment, identifying relevant mediating and moderating effects of and for empowerment as well as empowerment's boundary conditions such as individual and social attributes. However, less research has dealt with communicative and relational aspects and how these may impact the outcome of employee empowerment. This paper uses an interactional perspective to conceptually analyse communicative meanings entailed in employee empowerment. Building on sociological theories of communicative interaction, it is argued that focusing on leaders’ and members’ ascriptions of meanings to each other’s communicative messages reveals paternalistic power structures that are of relevance for the failure and success of empowerment. A communicative analysis of common structural and psychological empowerment efforts suggests that members’ sensemaking of their roles and situations, as defined by formal (written) and informal (psychological) contracts, may not necessarily be in line with the communicative meanings intended by leaders’ actions, and vice versa.
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Kayed, Hiba, Amro Al-Madadha, and Abdelraheem Abualbasal. "The Effect of Entrepreneurial Education and Culture on Entrepreneurial Intention." Organizacija 55, no. 1 (February 1, 2022): 18–34. http://dx.doi.org/10.2478/orga-2022-0002.
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Abstract Background/Purpose: Entrepreneurial education can have a positive effect on entrepreneurial intention of university students, yet universities in Jordan still do not direct their attention to invest in Entrepreneurial education. This study aims to investigate the effect of entrepreneurial education and Culture on entrepreneurial intention through psychological empowerment of university students. Methodology: A questionnaire was distributed to a sample of 220 university students in Jordan who take any course in entrepreneurship. Data were analysed and hypotheses were tested through Structural Equation Modelling (SEM) using Statistical Package for Social Sciences (SPSS). Results: The analysis of the study showed that; entrepreneurial education has a significant influence on psychological empowerment, psychological empowerment has a significant influence on entrepreneurial intentions, culture has a significant influence on psychological empowerment, entrepreneurial education has a significant influence on entrepreneurial intention and culture has a significant influence on entrepreneurial intention. The results of the study answer the calls of previous research to examine the role of culture and psychological empowerment in entrepreneurial education to affect entrepreneurial intention. Conclusion: Universities in Jordan should focus more on entrepreneurial education by psychologically empowering students to increase their intentions towards entrepreneurship. This study contributes to the existing literature by providing a better understanding of the relationship between entrepreneurial education and entrepreneurial intention through culture and psychological empowerment.
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Jha, Sumi. "Team psychological safety and team performance." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 903–24. http://dx.doi.org/10.1108/ijoa-10-2018-1567.
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Purpose The purpose of this paper is to examine the relationships between team psychological safety and team performance and to test the mediating effect of learning orientation and moderating effect of psychological empowerment on that relationship. Design/methodology/approach Data were collected from 50 teams and 345 team members from 20 different organizations. The moderated mediation analysis of psychological empowerment was tested using hierarchical regression analysis (PROCESS Macro) in SPSS. Findings The results show that higher the psychological empowerment, higher is the effect of psychological safety and learning orientation on team performance. Results supported the moderated mediation analysis of psychological empowerment. Practical implications Given that psychological empowerment and learning orientation of team members will effect team performance, organizational efforts to foster psychological empowerment should be rewarding. Focusing on channelizing team psychological safety to improve team members’ relationship, openness and comfort with each other will increase team performance. Originality/value The study incorporated learning orientation and psychological empowerment to redefine the relationship between psychological safety and team performance.
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Mufidah, Muthmainah, and Wustari L. Mangundjaya. "The Impact of Psychological Capital and Psychological Empowerment on Employee's Affective Commitment to Change." GATR Global Journal of Business and Social Science Review (GJBSSR) Vol.6(1) Jan-Mar 2018 6, no. 1 (February 11, 2018): 09–14. http://dx.doi.org/10.35609/gjbssr.2018.6.1(2).
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Objective - Organizations nowadays have to change and adjust themselves with the changing external environment in order to survive in the globalization era. This change requires a high affective commitment to change from its employees. The purpose of this study is to examine the impact of psychological capital and psychological empowerment on employee's affective commitment to change. Methodology/Technique - Respondents were 242 employees of Indonesian financial institutions which have undergone organizational changes. Data collection tools were Commitment to Change Inventory, Psychological Empowerment, and Psychological Capital, and was analysed using regression analysis. Findings - Findings indicated that a positive and significant impact of psychological capital and psychological empowerment on affective commitment to change. This study also found that psychological capital has a more significant influence on affective commitment to change than psychological empowerment. Research limitations/implications - The implications of the study can be used for managing change better, such as developing confidence in people by developing both psychological empowerment and psychological capital. Originality/value - Results are essential for managing change better, such as developing confidence in people by promoting both psychological empowerment and psychological capital. Type of Paper - Empirical Keywords: Affective Commitment to Change; Psychological Capital; Psychological Empowerment; Organizational Change; Financial Institutions. JEL Classification: G23.
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Solansky, Stephanie. "Education and experience impact leadership development psychological empowerment." Leadership & Organization Development Journal 35, no. 7 (August 26, 2014): 637–48. http://dx.doi.org/10.1108/lodj-07-2012-0091.
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Purpose – The purpose of this paper is to shed light on psychological empowerment in a leadership development context by addressing two questions. First, what is the role of leadership experience and education value in the psychological empowerment of leadership development? Second, are there significant differences in leadership development implications depending on the extent of psychological empowerment? Design/methodology/approach – These research questions are addressed in an empirical study of n=256 individuals taking part in a leadership development course. The first question was analyzed with regression analysis and the second question was analyzed with analysis of variance and covariance after the individuals were categorized based on their psychological empowerment of leadership development. Findings – As hypothesized, leadership experience and leadership education value are significantly, positively related to the psychological empowerment of leadership development. Additionally, a higher psychological empowerment score did result in better leadership development implications. Conclusions for psychological empowerment and leadership development research are discussed. Originality/value – There is limited research on psychological empowerment and leadership development. This study contributes to the literature by immersing psychological empowerment in a leadership development context and empirically testing theory driven hypotheses based on transformational learning theory and expectancy value theory.
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Benazir, Nada, and Suryandari Suryandari. "The Effect Empowerment Leadership on Job Satisfaction and Creativity Through Psychological Empowerment and Self Leadership." Media Riset Manajemen 2, no. 1 (May 30, 2019): 75–89. http://dx.doi.org/10.20961/mrm.v2i1.19.
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This study aims to influence leadership and empowerment. The object of this study is hotel employees in Surakarta. The sampling technique in this study uses purposive sampling. Self-leadership is. Empowerment leadership is a leadership style that decentralizes with more responsibilities and responsibilities to employees. This study will discuss the direct relationship of empowerment towards self-development and psychological empowerment. Stepping as a mediator between leadership empowerment and psychological empowerment, direct relationship empowerment, psychological, and direct relationships. Matters relating to people who are directly or indirectly responsible, through self-leadership. Psychological empowerment affects satisfaction, and developing self influences creativity.
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Wei, Xueyan, Robert D. Hisrich, and Xin Peng. "Chinese employees' psychological empowerment and voice behavior: Organizational justice as a moderator." Social Behavior and Personality: an international journal 48, no. 6 (June 2, 2020): 1–12. http://dx.doi.org/10.2224/sbp.8792.
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We examined how Chinese employees' psychological empowerment and organizational justice relate to their voice behavior and how organizational justice moderates the effect of psychological empowerment on voice behavior. Participants were 236 employees of Chinese small- and medium-sized enterprises who completed a survey to measure psychological empowerment, organizational justice, and voice behavior. Results show that psychological empowerment and organizational justice were related to, and explained the variance in, voice behavior. Moreover, organizational justice moderated the relationship between psychological empowerment and voice behavior. Improvement of organizational justice and clarification of the importance of employees' psychological empowerment for organizational functionality and effectiveness can help promote sound voice behavior.
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Susanto, Andrew, Kurniawati Kurniawati, Meisya Putri Utami, Carissa Aprilia Zahrah, and Delonix Agung. "PENGARUH EFEK MEDIASI PEMBERDAYAAN PSIKOLOGIS TERHADAP GAYA KEPEMIMPINAN DAN KINERJA PADA KARYAWAN BANK BUMN." Bina Ekonomi 26, no. 2 (November 9, 2022): 167–85. http://dx.doi.org/10.26593/be.v26i1.5538.76-94.
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Psychological empowerment is one of the empowerment mechanisms that can influence employee attitudes at the individual and team levels. Employee empowerment also helps employees to increase participation more effectively and make things run well in accordance with company goals. Psychologically empowered employees will perceive work as important which can lead to higher job satisfaction. The leadership style that refers to psychological empowerment tends to create high creativity with a sense of commitment that continues to motivate employees to develop skills and knowledge for their performance. The purpose of this study was to improve in testing the role of psychological empowerment on leadership style and task performance of BUMN banks employees. This study uses primary data in the form of filling out questionnaires by 188 employees of BUMN banks as respondents. Collecting of samples using purposive sampling technique because it is based on certain criteria. The data processing method uses the SEM software program.
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Chen, Chao C., Ann Yan Zhang, and Hui Wang. "Enhancing the Effects of Power Sharing on Psychological Empowerment: The Roles of Management Control and Power Distance Orientation." Management and Organization Review 10, no. 1 (March 2014): 135–56. http://dx.doi.org/10.1111/more.12032.
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In this article we test a model of bounded empowerment: the boundary conditions under which power sharing affects employees' psychological empowerment. Using data from two telecommunication companies, we investigate how management control and power distance orientation moderate the effects of supervisors' power sharing on employees' psychological empowerment. Results show that power sharing improves job performance partly through psychological empowerment. Furthermore, management control enhances rather than impedes the positive effect of power sharing on psychological empowerment. Power distance orientation further enhances management control's positive moderating effect on employee psychological empowerment. Limitations and implications for future research are also discussed.
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Özbaş, Azize Atli, and Havva Tel. "The effect of a psychological empowerment program based on psychodrama on empowerment perception and burnout levels in oncology nurses: Psychological empowerment in oncology nurses." Palliative and Supportive Care 14, no. 4 (October 15, 2015): 393–401. http://dx.doi.org/10.1017/s1478951515001121.
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AbstractObjective:Oncology nursing is stressful by its nature, and nurses in the field experience a high amount of stress and burnout. In order to cope with occupational stress, nurses need to employ flexible adjustment mechanisms that allow them the power to process their experiences. Failure of efficient stress management causes burnout, and burnout is closely related to powerlessness. It is therefore believed that the occurrence of burnout can be reduced by means of psychological empowerment of nurses. Our study was conducted to determine the effect of a “psychodrama-based psychological empowerment program” on (1) the perception of empowerment and (2) the levels of burnout in oncology nurses.Method:The sample was made up of 82 oncology nurses (38 nurses in the study group and 44 in the control/comparison group). Study data were collected using the Psychological Empowerment Scale, the Nurse Work Empowerment Scale, and Maslach's Burnout Inventory. The study group attended a “psychodrama-based psychological empowerment program” (2 hours, 1 day a week, for 10 weeks). For data assessment, we employed an independentttest and one-way analysis of variance.Results:The psychological empowerment and workplace empowerment scores of nurses in the study group increased and their burnout scores decreased following attendance in the psychodrama-based psychological empowerment program.Significance of results:We found that the psychodrama-based psychological empowerment program increased psychological empowerment and enhanced perception of workplace empowerment while decreasing levels of burnout in oncology nurses. The program is recommended and should allow oncology nurses to benefit from their personal experiences and thus increase self-empowerment, to enhance their perception of empowerment, and to prevent burnout.
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van den Berg, Sanne W., Floortje K. Ploos van Amstel, Petronella B. Ottevanger, Marieke F. M. Gielissen, and Judith B. Prins. "The Cancer Empowerment Questionnaire: Psychological Empowerment in Breast Cancer Survivors." Journal of Psychosocial Oncology 31, no. 5 (September 2013): 565–83. http://dx.doi.org/10.1080/07347332.2013.825361.
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Trus, Marija, Diane Doran, Arvydas Martinkenas, Paula Asikainen, and Tarja Suominen. "Perception of work-related empowerment of nurse managers." Journal of Research in Nursing 23, no. 4 (January 11, 2018): 317–30. http://dx.doi.org/10.1177/1744987117748347.
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Purpose/Aim The paper aims to analyse the perception of being empowered according to the self-evaluation of nurse managers, presenting it as structural and psychological empowerment. Methods A questionnaire-based study was conducted. The sample consisted of 193 nurse managers working in a total of seven university and general level hospitals in Lithuania. The Conditions of Work Effectiveness Questionnaire-II measuring structural empowerment and the Work Empowerment Questionnaire measuring psychological empowerment were used. Results The paper reveals that nurse managers experienced structural empowerment at a moderate level and were highly psychologically empowered. Conclusions These findings are in line with previous research. The results showed that particular background factors were related to aspects of empowerment. The findings of this research can be used to examine the structural and psychological aspects that function as barriers to feeling empowered. The results are also useful for chief nurses who are involved in the recruitment and retention of nurse managers. Further research is needed to look into the question of improving formal power issues, e.g. the rewards for innovation at work, and also outcome empowerment aspects that may affect changes in the way that nurse managers carry out their work.
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Baek, Eun Bee, and Sun Hyoung Bae. "Relationship between a University Hospital Nurses’ Structural Empowerment and Quality of Nursing Work Life: Mediating Effect of Psychological Empowerment." Journal of Health Informatics and Statistics 47, no. 2 (May 31, 2022): 159–66. http://dx.doi.org/10.21032/jhis.2022.47.2.159.
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Objectives: This study aims to verify the mediating effect of psychological empowerment on the relationship between structural empowerment and quality of nursing work life.Methods: This study was a cross-sectional descriptive study. 134 clinical nurses were participated and completed a structured questionnaire. Data were collected from December 28, 2020, to January 6, 2021 at a university hospital in Gyeonggi-do, South Korea. Data were analyzed using multiple regression and a simple mediation model applying the PROCESS macro with 95% bias-corrected bootstrap confidence interval (5,000 bootstrap resampling).Results: Quality of nursing work life showed statistically significant differences by gender, perceived health condition, satisfaction of income, and current work unit. Quality of nursing work life had statistically significant positive correlation with structural empowerment, and psychological empowerment. After controlling general characteristics, psychological empowerment partially mediated the relationship between structural empowerment and quality of nursing work life.Conclusions: In this study, psychological empowerment was shown to partially mediate between structural empowerment and quality of nursing work life. Therefore, further research is needed to develop and apply programs that can improve structural and psychological empowerment. It also requires organizational and institutional efforts to increase psychological empowerment by increasing access to structural empowerment.
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Kosar, Rizwana, and Sayyed M. Mehdi Raza Naqvi. "Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 1, no. 6 (2015): 24–30. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.16.3004.
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The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.
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Ding, Jinliang, and Zechen Xie. "Psychological empowerment and work burnout among rural teachers: Professional identity as a mediator." Social Behavior and Personality: an international journal 49, no. 6 (June 1, 2021): 1–9. http://dx.doi.org/10.2224/sbp.10241.
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We examined the relationship between psychological empowerment and work burnout as mediated by professional identity. Participants were 650 primary and secondary school teachers from nine rural provinces in China. The results indicate that both psychological empowerment and professional identity were significantly and negatively related to work burnout, and that psychological empowerment was significantly and positively associated with professional identity. Furthermore, professional identity partially mediated the relationship between psychological empowerment and work burnout. These findings advance research on the psychology of professional identity by clarifying the relationship between psychological empowerment and work burnout.
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Rahmatika, Arivatu Ni'mati, Samsul Ma'arif, and Siti Kholifah. "The Effect of Spiritual Leadership and Psychological Empowerment on Employee Performance." Nidhomul Haq : Jurnal Manajemen Pendidikan Islam 7, no. 3 (November 11, 2022): 420–33. http://dx.doi.org/10.31538/ndh.v7i3.2678.
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This article aimed to examine and analyze the effect of Spiritual Leadership and Psychological Empowerment on Employee Performance. Respondents were leaders or employees at YPPBU (Bahrul Ulum Islamic Boarding School Foundation) Jombang, totalling 64 respondents. Data were analyzed using Partial Least Square (PLS) with SmartPLS software version 3.0 and the relationship between variables. The results showed that Spiritual Leadership had no significant effect on Employee Performance (T Statistics: 0.925, P Values: 0.355). Psychological Empowerment has a considerable impact on Employee Performance (T statistic: 7,790, P Values: 0.000). Spiritual Leadership has a significant effect on Psychological Empowerment (T Statistics: 6,531, P Values: 0.000). Furthermore, Spiritual Leadership and Psychological Empowerment have no specific considerable impact on Employee Performance (T Statistics: 3,966, P Values: 0.000). Psychological Empowerment has a mediating role on Spiritual Leadership to Employee performance. The Spiritual Leadership and Psychological Empowerment felt by YPPBU's Leaders or Employees are directly proportional to the resulting performance. Changes in Spiritual Leadership and Psychological Empowerment will also affect Employee Performance.
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Schermuly, Carsten C., Laura Creon, Philipp Gerlach, Carolin Graßmann, and Jan Koch. "Leadership Styles and Psychological Empowerment: A Meta-Analysis." Journal of Leadership & Organizational Studies 29, no. 1 (January 5, 2022): 73–95. http://dx.doi.org/10.1177/15480518211067751.
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Psychological empowerment has become a popular construct in organizational research and practice. Leadership ranks high among the best predictors of employees’ psychological empowerment, yet little is known about which leadership styles prove more effective than others. This meta-analysis investigates the effects of four leadership styles on psychological empowerment. More specifically, we test whether empowering leadership evokes more psychological empowerment than transformational leadership, servant leadership, or transactional leadership. We found that empowering, transformational and servant leadership contribute almost equally to psychological empowerment. No relationship was found with transactional leadership. In an explorative manner, we tested the effects on the different dimensions of psychological empowerment. We found that the leadership styles had a weaker influence on the competence dimension of psychological empowerment. We also investigated the effects of several moderators on the relationships with psychological empowerment: country culture (power balanced freedom (PBF)), study design (cross-sectional vs. multi-wave studies) and publication status (published vs. unpublished). We found no moderating effects of culture, which indicates the universally empowering effects of the leadership styles. The relationships between leadership and empowerment were somewhat weaker when data were collected at different measurement points, and publication bias does not seem to be an issue in this research field.
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Sthira Sista, Ni Made Mas Anindya, and I. Wayan Mudiartha Utama. "PERAN BUDAYA ORGANISASI MEMEDIASI PENGARUH KEPEMIMPINAN TRANSFORMASIONAL TERHADAP PEMBERDAYAAN PSIKOLOGIS." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4533. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p19.
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Psychological empowerment is the employee's confidence in his ability in the process of capturing and understanding the state of the organization's environment as an act of motivation towards employees that relates to the skills and competencies they have. The purpose of this study was to determine the effect of transformational leadership on psychological empowerment, the influence of transformational leadership on organizational culture, the influence of organizational culture on psychological empowerment and the role of organizational culture to mediate the influence of transformational leadership on psychological empowerment. This research was conducted at the Office of Industry and Trade in Denpasar City. The number of samples taken was 50 contract employees who had worked for at least 1 year, with a saturated sample method. Data collection is done through interviews and observations. The data analysis technique used is path analysis. The results showed that transformational leadership has a positive and significant effect on psychological empowerment, transformational leadership has a positive and significant effect on organizational culture, a positive and significant organizational culture influences psychological empowerment and the role of organizational culture mediates transformational leadership on psychological empowerment.
Keywords: psychological empowerment, transformational leadership, organizational culture
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Awad El-Smairy, Najah. "Self-confidence as an intermediary variable between psychological empowerment and job burnout among special education teachers in Gaza governorates." International Journal of Childhood, Counselling and Special Education 3, no. 1 (September 2021): 1–19. http://dx.doi.org/10.31559/ccse2021.3.1.1.
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The present study aimed to establish a theoretical model for the causal relationship between the three variables of study: self-confidence, psychological empowerment and job burnout; and then verify the validity of the proposed model by examining the direct and indirect impact of self-confidence on both psychological empowerment and job burnout; and determine the nature of the course of their relationship; and to see if self-confidence is mediator variable in the relationship of psychological empowerment and job burnout. The study sample consisted of (140) teachers from special needs teachers and used the following questionnaires: self-confidence, psychological empowerment and job burnout that prepared by the researcher. Results of the study indicate that there is a positive relationship between self-confidence and psychological empowerment, and a negative relation between self-confidence and job burnout, and a negative relationship between psychological empowerment and job burnout. Results of the regression analysis showed that self-confidence and psychological empowerment contribute to the prediction of job burnout, and the results of the study showed that self-confidence plays the role of the partial mediator variable in the relationship between psychological empowerment and job burnout among teachers of special education in Gaza governorates.
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Kebriaei, A., M. Rakhshaninejad, and M. Mohseni. "Influence of Psychological Empowerment on Organizational Commitment among Medical Employees in a Hospital Setting." Bangladesh Medical Research Council Bulletin 40, no. 3 (October 5, 2015): 107–12. http://dx.doi.org/10.3329/bmrcb.v40i3.25232.
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Introduction: people within organizations are a key factor for efficiency. Thus employee empowerment has become a popular management strategy. The study aimed to investigate the relationship between psychological empowerment and organizational commitment among medical staff of a hospital in Zahedan city. Methods: This cross sectional study was carried out in 2013. A random sample of 172 medical employees in Khatam-ol-Anbia hospital at Zahedan city was selected and responded to items of the questionnaires using a 7-point Likert scale ranging from 1 to 7. For measuring psychological empowerment and organizational commitment, Mishra & Spreitzers scale and Meyer and Allens questionnaire were used. A higher score means a higher degree of psychological empowerment or organizational commitment. Analysis was carried out using SPSS. Results: The level of organizational commitment and psychological empowerment significantly were higher than average. There was a significant positive relationship between employees empowerment and their commitment to organization. Psychological empowerment was a significant predictor of organizational commitment (?=.524). Out of the five dimensions of empowerment three dimensions are significant predictors of commitment and explain 37.1% of the variance in commitment. Conclusions: Due to The positive influence of psychological empowerment on organizational commitment, programs for in-service education should focus on facilitating psychological empowerment to improve and increase organizational commitment. Also, since impact of employees psychological empowerment on organizational commitment partially supported, there are other variables that influence the organizational commitment.Bangladesh Med Res Counc Bull 2014; 40 (3): 107-112
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Kebriaei, Ali, Meysam Rakhshaninejad, and Zahra Afshari. "Influence of Psychological Empowerment on Organizational Commitment among Medical Employees in a Hospital Setting." International Letters of Social and Humanistic Sciences 61 (October 2015): 31–38. http://dx.doi.org/10.18052/www.scipress.com/ilshs.61.31.
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Introduction: people within organizations are a key factor for efficiency. Thus employee empowerment has become a popular management strategy. The study aimed to investigate the relationship between psychological empowerment and organizational commitment among medical staff of a hospital in Zahedan city. Methods: This cross sectional study was carried out in 2013. A random sample of 172 medical employees in Khatam-ol-Anbia hospital at Zahedan city was selected and responded to items of the questionnaires using a 7-point Likert scale ranging from 1 to 7. For measuring psychological empowerment and organizational commitment, Mishra & Spreitzer’s scale and Meyer and Allen’s questionnaire were used. A higher score means a higher degree of psychological empowerment or organizational commitment. Analysis was carried out using SPSS. Results: The level of organizational commitment and psychological empowerment significantly were higher than average. There was a significant positive relationship between employees’ empowerment and their commitment to organization. Psychological empowerment was a significant predictor of organizational commitment (β = .524). Out of the five dimensions of empowerment three dimensions are significant predictors of commitment and explain 37.1% of the variance in commitment. Conclusions: Due to The positive influence of psychological empowerment on organizational commitment, programs for in-service education should focus on facilitating psychological empowerment to improve and increase organizational commitment. Also, since impact of employees psychological empowerment on organizational commitment partially supported, there are other variables that influence the organizational commitment.
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Sharma, Alka, and Anu Kohli. "Relationship between psychological empowerment and job satisfaction among educrats." Организационная психология 12, no. 4 (2022): 41–54. http://dx.doi.org/10.17323/2312-5942-2022-12-4-41-54.
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Purpose. The purpose of this research is to investigate the relation between psychological empowerment (meaning, self-determination, competence, and impact) and job satisfaction. It also attempts to evaluate the disparity in both psychological empowerment and job satisfaction based on demographic variables such as age, work experience, designation, and institutional affiliation. This article will greatly improve our understanding of psychological empowerment and job satisfactionin the education industry, particularly for educrats. Research design. This study’s sample consisted of 400 full-time Indian educrats working in various higher education institutions. The psychological empowerment scale developed by G. M. Spreitzer and Minnesota Satisfaction Questionnaire short form developed by D. J. Weiss, R. V. Dawis, and G. W. England were used to measure psychological empowerment and job satisfaction respectively. The significance and strength of the relationship between psychological empowerment (meaning, competence, self-determination, and impact) and job satisfaction were determined using statistical techniques such as correlation and multiple regression analysis. The ANOVA technique is used to assess the impact of various demographic variables on psychological empowerment and job satisfaction. SPSS software was used for analysis. Findings. Meaning, self-determination, and impact were found to be positively correlated with job satisfaction. However, there is no correlation between competence and job satisfaction. Further analysis revealed that all dimensions of psychological empowerment except competence predict job satisfaction. Also, significant differences are found for psychological empowerment and job satisfaction across different demographic variables. Originality. This is first of it’s kind of research which focuses on educrats’s psychological empowerment in higher education institutions.
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Rahayu, Aristya Tri. "Gambaran Keberdayaan Perempuan di Desa Wisata Pentingsari berdasarkan Resident Empowerment through Tourism Scale (RETS)." Tourisma: Jurnal Pariwisata 1, no. 1 (June 10, 2018): 1. http://dx.doi.org/10.22146/gamajts.v1i1.36313.
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The main focus of this research is to measure whether female residents in Desa Wisata Pentingsari perceive themselves as being empowered by tourism. The measurement is carried out using the concept of Resident Empowerment through Tourism Scale (RETS), formulated by Boley and McGehee (2014). This study will show the mean score on the dimensions of psychological empowerment, social empowerment, and political empowerment. Furthermore, the mean score will be interpreted with a scale of assessment proposed by Umar (1998). A questionnaire was distributed to 100 women in Pentingsari Tourism Village who are at productive age between 15 - 64 years old. The result shows that the women in Pentingsari Tourism Village perceived themselves to be more psychologically empowered than socially or politically. On the psychological empowerment, the mean score shows a very high score of 4.26. Meanwhile, on the dimension of social empowerment, the mean score shows a high category of 4.19 and on the dimension of political empowerment 3.69, still in the category high score.
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Hartmann, Patrick, Vanessa Apaolaza, and Clare D’Souza. "The role of psychological empowerment in climate-protective consumer behaviour." European Journal of Marketing 52, no. 1/2 (February 12, 2018): 392–417. http://dx.doi.org/10.1108/ejm-01-2017-0080.
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Purpose This paper aims to address the role of psychological empowerment in proenvironmental consumer behaviour, focussing on climate protection. Design/methodology/approach Study 1 analyses the interaction of the effects of psychological empowerment and personal norms on two environmental behaviours with a sample of 600 individuals drawn form a representative online panel of the Australian population. Study 2 addresses the reinforcing influence of empowerment with a quasi-experimental design comparing 300 consumers of green electricity with 300 conventional electricity clients. Findings Psychological empowerment moderates the effects of personal norms on climate-protective consumer behaviour in a value-belief-norm (VBN) framework. Personal norms have a stronger influence for consumers experiencing high psychological empowerment than for disempowered feeling consumers. Furthermore, psychological empowerment experienced as an outcome of actual proenvironmental behaviour mediates the relationship between prior climate protection and future climate-protective intentions. Research limitations/implications Future research should focus on the experimental manipulation of psychological empowerment with communicational claims, studying how perceived empowerment can be enhanced. Practical implications To promote climate friendly products and behaviours, marketers should use communication claims aimed at enhancing consumer’s subjective experience of empowerment. Social implications Public policy aimed at climate protection should focus on consumer education increasing consumers’ awareness of their potential influence. Originality/value Psychological empowerment has not been studied previously as either an antecedent or outcome of proenvironmental behaviour. This is the first study to show that psychological empowerment moderates normative influences on climate-protective consumer behaviour. This research further reveals a novel behavioural reinforcement process, in which psychological empowerment intervenes as a behavioural outcome as well as an antecedent of climate-protective consumer behaviour. Findings contribute to the development of the VBN framework as well as to the consumer-empowerment perspective on proenvironmental behaviour.
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Kõiv, Kersti, Kadi Liik, and Mati Heidmets. "School leadership, teacher’s psychological empowerment and work-related outcomes." International Journal of Educational Management 33, no. 7 (November 4, 2019): 1501–14. http://dx.doi.org/10.1108/ijem-08-2018-0232.
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Purpose The purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes. Design/methodology/approach A total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction. Findings This study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment. Practical implications The mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning). Originality/value Psychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.
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Saleh, Mahmoud O., Nidal F. Eshah, and Ahmad H. Rayan. "Empowerment Predicting Nurses’ Work Motivation and Occupational Mental Health." SAGE Open Nursing 8 (January 2022): 237796082210768. http://dx.doi.org/10.1177/23779608221076811.
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Introduction: Empowering nurses is essential for improving work outcomes, and understanding the role of structural and psychological empowerment in supporting nurses’ work motivation and occupational mental health are essential to stimulate nurses’ productivity and preserve their mental health. Objectives: To evaluate nurses’ perspectives about the levels of structural and psychological empowerment in their working areas. Additionally, to evaluate nurses’ motivation and occupational mental health, and to predict the nurses’ motivation and occupational mental health through structural and psychological empowerment. Methods: A descriptive correlational design and quota sampling were used. Two hundred registered nurses were recruited from two hospitals in Jordan. Data were collected using four valid and reliable self-report questionnaires. Results: Nurses who participated in this study were young and have an average total experience in nursing of fewer than 10 years. Nurses in this study reported a moderate level of structure empowerment and a low level of psychological empowerment. Significant positive relationships were documented between both structural, psychological empowerment, and nurses’ work motivation ( r = 0.85), ( r = 0.83) respectively. A significant negative relationship found between both structural, psychological empowerment, and nurses’ occupational mental health ( r = −0.31), ( r = −0.29) respectively. Conclusions: The levels of nurses’ work motivation and occupational mental health can be predicted through the levels of structural and psychological empowerment. The higher workplace empowerment was associated with increased work motivation, as well as reduced the feeling of occupational stress among nurses. Thus, administrators should invest in fostering structural and psychological empowerment in the work environment.
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Harhash, Doha E., Hayam A.El shrief, and Manal Z. Ahmed. "The Relationship between Healthcare Organizational Culture and Nurses' Empowerment." International Journal of Studies in Nursing 6, no. 4 (October 21, 2021): 87. http://dx.doi.org/10.20849/ijsn.v6i4.975.
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Background: Nowadays, healthcare organizations are affected by changes and reforms, thus new challenges arise for nurses. Nurses need to have the power to achieve their personal and organizational goals. Furthermore, healthcare organizational culture shapes the organization and provides a complex understanding of crucial organizational factors that affect nurses' empowerment.Aim: Identify the relationship between healthcare organizational culture and nurses' empowerment at hospital setting.Methods: Descriptive correlational research design was used. A convenient sample of 225 nurses was recruited from University Hospital in the Delta of Egypt. Denison Organizational Culture Survey (DOCS), the Condition of Work Effectiveness Questionnaire (CWEQ-II), the Psychological Empowerment Instrument were used to collect data for the current study. Results: There were a strong healthcare organizational culture among study sample, moderate level of structure empowerment, and moderate level of psychological empowerment. Conclusion: There were positive correlations between healthcare organizational culture, structural, and psychological empowerment. There was a positive correlation between structure and psychological empowerment. Only gender that did not vary with psychological empowerment. Sustaining a strong healthcare organizational culture enhances structure and psychological empowerment among nurses.
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Mohamed Abdellatif, Mohamed Sayed. "PSYCHOLOGICAL EMPOWERMENT AND ITS RELATIONSHIP WITH DECISION-MAKING STYLES AMONG AL-AZHAR TEACHERS." Humanities & Social Sciences Reviews 8, no. 2 (March 14, 2020): 102–11. http://dx.doi.org/10.18510/hssr.2020.8213.
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Purpose: The research aimed to identify the relationship between psychological empowerment and decision-making Styles among Al-Azhar teachers. The research also aimed to identify the differences in teachers' levels on the (psychological empowerment and decision-making styles) scale according to the variable (gender).
Methodology: The research sample consisted of (556) male and female teachers in Al-Azhar. The research tools included a psychological empowerment scale and decision-making styles scale. The researcher used descriptive methods. To process the results and validate the hypotheses, the researcher used the correlation coefficients and t-test.
Main Findings: The results show that there is a positive relationship between psychological empowerment and decision-making styles. There is a negative correlation between the dimensions of psychological empowerment and decision-making styles. The results indicated a statistically significant difference in psychological empowerment due to gender in favor of males. Lastly, there is no statistically significant difference due to gender in the (intuitive) style.
Implication: Psychological empowerment should be utilized to raise the decision-making styles of university students.
Novelty: This is a first attempt to explore the psychological empowerment of the decision-making styles of university students in Egypt which may be further explored to enrich the students’ understanding.
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García-Juan, Beatriz, Ana B. Escrig-Tena, and Vicente Roca-Puig. "Psychological Empowerment: Antecedents From Goal Orientation and Consequences in Public Sector Employees." Review of Public Personnel Administration 40, no. 2 (December 1, 2018): 297–326. http://dx.doi.org/10.1177/0734371x18814590.
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Recent research has encouraged the study of psychological empowerment in public organizations owing to its benefits for optimum service delivery and performance improvement in the public context. This study analyzes how learning goal orientation, prove-performance goal orientation, and avoid-performance goal orientation are related to psychological empowerment and how such empowerment influences well-being outcomes within the context of public employees. Analyses of data from 553 public-sector employees showed that only learning goal orientation strongly and positively influences psychological empowerment. Furthermore, the results support the positive and significant relationship between psychological empowerment and both job satisfaction and affective commitment and the negative link with job anxiety levels. Theoretical and practical implications, as well as future directions for the psychological empowerment issue, are discussed.
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Anggreni, Kadek Ayu, I. Gede Riana, Ida Bagus Ketut Surya, and I. Wayan Gede Supartha. "THE EFFECT OF PSYCHOLOGICAL EMPOWERMENT ON PSYCHOLOGICAL CAPITAL AND INNOVATIVE WORK BEHAVIOR." International Journal of Business Management and Economic Review 05, no. 04 (2022): 11–22. http://dx.doi.org/10.35409/ijbmer.2022.3408.
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The purpose of this study is to analyze the effect of psychological capital in mediating the effect of psychological empowerment on innovative work behavior. This research was conducted at the marketing of PT. BPR Lestari Bali with a sample of 168 marketing employees. Determination of the sample using probability sampling with saturated sampling technique. Data were analyzed by SEM (Structural Equation Modeling) with Partial Least Square (PLS) approach. The results showed that psychological capital partially mediated the effect of psychological empowerment on innovative work behavior. These results illustrate that to improve innovative work behavior in marketing employees, it is necessary to provide psychological empowerment to employees, where later these employees feel the fit between their environment, organizational values and work environment so as to increase psychological capital for these employees. The conclusion in this study is that psychological capital partially mediates the effect of psychological empowerment on the innovative work behavior of marketing PT. BPR Lestari Bali. It can be suggested that the company increase the sense of togetherness and cooperation in the team, provide appropriate incentives and provide opportunities for all employees to develop themselves.
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Seok-Hwan Jung. "Psychological Empowerment and Innovative Work Behavior." Public Policy Review 22, no. 1 (June 2008): 107–31. http://dx.doi.org/10.17327/ippa.2008.22.1.004.
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Spreitzer, Gretchen M. "Social Structural Characteristics Of Psychological Empowerment." Academy of Management Journal 39, no. 2 (April 1996): 483–504. http://dx.doi.org/10.5465/256789.
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