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The main objective of this study is to determine the impact of employee empowerment on job satisfaction. To serve this purpose, empowerment is taken into consideration as two dimensions – i.e. behavioral and psychological – and the effect of employee empowerment on the level of job satisfaction was examined by taking these two dimensions into consideration as a whole and separately.

A questionnaire was employed in order to collect data on job satisfaction as well as behavioral and psychological empowerment. The data collected were analyzed through correlation and regression analyses. The study covered 1,854 participants employed at five‐star hotels in Turkey.

The findings suggest that the most positive aspects related to job satisfaction are relations with the colleagues and physical conditions, while the most negative aspect is the wage issue, i.e. unfair payment. Furthermore, correlation and regression analyses indicate that psychological and behavioral empowerment has a significant effect on job satisfaction, and the effect is much greater when psychological and behavioral empowerment are taken as a whole.

The major limitation of this study is that it covers the employees of five‐star hotels only. Another important limitation of the study is the exclusion of variables mentioned in the literature. This apart, it is thought that the study will provide some insights for managers in terms of enhancing job satisfaction and the effect of empowerment on job satisfaction as well as making a contribution to the literature.

Studies into the relation between employee empowerment and job satisfaction on the whole focus on only one aspect of empowerment, i.e. either behavioral empowerment or psychological empowerment. This study incorporates behavioral and psychological empowerment together as the components of empowerment, unlike previous studies in the literature, in determining their effect on job satisfaction.

Behavioural outcomes of empowerment are not often studied comprehensively and in a specific manner in the literature. The purpose of this paper is to test a research model that specifies how two empowering conditions (empowering leadership and job autonomy) influence specific behavioural outcomes expected from empowered subordinates (discretionary-empowered behaviours and participation in decision making). A mediated model through psychological empowerment is hypothesised.

A cross-sectional questionnaire study relying on 141 dyads of subordinates-supervisors was conducted. Subordinates provided information on psychological empowerment and empowering leadership, while supervisors assessed job autonomy and behavioural outcomes.

Structural equation modelling analyses lent partial support to the hypothesised model. Psychological empowerment completely mediated the relationships between empowering leadership and behavioural outcomes. However, psychological empowerment was a partial mediator of the relationships between job autonomy and behavioural outcomes. A strong direct link was found between job autonomy and participation in decision making.

This study enables to extend the empowerment literature by showing how job design and leadership factors contribute to boost two types of specific empowered behaviours. The contribution is particularly original in the case of subordinates’ participation in decision making that is not often considered as a subordinate’s empowered behaviour.

This paper aims to address the role of psychological empowerment in proenvironmental consumer behaviour, focussing on climate protection.

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.

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.

Future research should focus on the experimental manipulation of psychological empowerment with communicational claims, studying how perceived empowerment can be enhanced.

To promote climate friendly products and behaviours, marketers should use communication claims aimed at enhancing consumer’s subjective experience of empowerment.

Public policy aimed at climate protection should focus on consumer education increasing consumers’ awareness of their potential influence.

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.

Quality empowering management is to the future of renewed worldwide competitiveness what quality control, participative management programmes and zero defects were to quality improvement. Empowerment holds that promoting employee involvement empowers workers to perform as whole, thinking human beings. Empowerment is the glue by which the elements of customer focus, quality process and products, continuous improvements, self‐managing teams, quality measurement, and utilization of the total workforce abilities are held together. Self‐managing teams are one of the major keys in the innovative organization to solving complex problems, increasing productivity, and heightening creativity. For most organizations and managers, quality empowering management is a new responsibility and a radical change in style of management and change in culture requiring new methods and systems.

The purpose of this paper is to enhance the understanding of consumer empowerment in the relationship between consumers and service providers. It draws on self-efficacy theory to conceptualize consumer empowerment and explain the impact on perceived performance risk in insurance decision making.

This study employs data collected from an online survey involving 487 consumers in Switzerland, who recently decided on an insurance service. A structural equation model quantifies both the psychological effects on consumers’ perception of insurance services and behavioral effects on their decision-making process.

Perceived consumer empowerment is conceptualized by perceived self-efficacy and perceived controllability. Both have a significant impact on perceived performance risk, while the former is partially mediated by the preference to delegate the decision to a surrogate. Moreover, customers’ involvement in the purchase process moderates both the direct and indirect effect of perceived self-efficacy on perceived performance risk.

The results are based on consumers’ perceptions from a single country. Furthermore, consumers’ perceptions were surveyed with a time lag after the decision-making process. To increase rigor, perceptions should be collected during decision making.

Results show that consumer empowerment can be employed as a risk reduction strategy. Consumers with self-efficacy and controllability beliefs perceive significantly less performance risk; however, practitioners should consider that consumers are also motivated to make decisions independently rather than delegating their decisions. Furthermore, consumer empowerment depends on consumer will. For largely indifferent consumers, empowerment does not affect risk or decision delegation preference.

The study is among the few empirical works to examine the effects of consumer empowerment on the consumer-service provider relationship on an individual level. Furthermore, applying consumer empowerment in relationship marketing implies a shift in research focus to the question of how consumers construe decision-making situations rather than objectively measuring the state of consumer relationship.

The purpose of this paper is to explore the impact of transformational leadership and employee empowerment on employee performance and organizational commitment through the mediational role of behavioral integrity (BI).

Data were collected through a self-administered questionnaire based on measurement of variables adopted from earlier studies. A total of 532 usable responses were collected through officer grade and executive level employees of selected banks from the Multan district, Pakistan. Confirmatory factor analysis was run using AMOS 23.0 whereas PROCESS macro in SPSS 23.0 was used for path analysis.

The study results revealed that transformational leadership and employee empowerment positively affect employee performance and organizational commitment through the mediational effect of BI.

The role of BI in enhancing employees’ performance and organizational commitment has been overlooked in the extant literature. Especially, in the emerging economies, where there is growing employer–employee trust deficit, this investigation brings in useful contribution.

The activity‐based costing (ABC) system of the USA has been adopted by organizations in Thailand and elsewhere. Many cross‐cultural studies provide evidence that, because of cultural differences, successful accounting techniques and practices in one country need to be modified for effective use in another country. Using in‐depth interviews and questionnaires, this study examines the effects of cultural differences on the resistance against the ABC system in the Electricity Generating Authority of Thailand (EGAT), the Provincial Electricity Authority (PEA) and the Metropolitan Electricity Authority (MEA) – the three largest state enterprises in Thailand. It finds that the resistance is high for a system that causes empowerment and redistribution of power. This finding is different from what was found for the USA. The difference can be explained by cultural differences, especially in the power distance dimension, in the two countries. So, Thailand’s implementation of the ABC system must recognize this fact, and system modifications are necessary.

The study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.

A theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.

There are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.

The study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.

The study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.

This paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.

Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested.

Self-reported data were collected from 1,934 employees of a large public organization.

Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees.

Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators.

The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors.

This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

This study aims to conduct an overview of previous studies on job satisfaction, particularly its determinants and outcomes, and the research objectives, main themes and years of publication of previous studies. This study also seeks to analyze research trends on job satisfaction in the field of hospitality and tourism.

The top hospitality and tourism journals were reviewed, and relevant papers were searched using the keyword “job satisfaction.” Content analysis was performed to identify the research objectives, main themes, influencing factors, outcomes and journals.

A total of 143 refereed journal papers were collected, of which 128 papers explored the influencing factors of job satisfaction, and 53 papers aimed to investigate outcomes. The predictors of job satisfaction were further classified into four groups, namely, organizational, individual, social and family and psychological factors.

This study conducted a literature review on job satisfaction by using content analysis. A relatively comprehensive review of job satisfaction is provided. However, this preliminary study still has considerable room for improvement given the extensive studies on job satisfaction. Future studies may perform meta-analysis and attempt to find new values of job satisfaction.

Findings may shed light on practical management. From the individual perspective, education, interest and skills were found to be related to job satisfaction. Thus, managers should provide their employees with opportunities to train and update their skills. From the organizational perspective, organizational support and culture contributed positively to job satisfaction. This perspective highlighted the importance of effective management activities and policies. From the social and family perspective, family–work supportive policies must be implemented to enhance job satisfaction. From the psychological perspective, psychological issues were found to be closely related to job satisfaction. Thus, the employees’ stress should be reduced to ensure that they perform their jobs well.

This study analyzed the determinants and outcomes of job satisfaction and highlighted the importance of enhancing job satisfaction from different perspectives. The interest of employees should be enhanced, their family–work conflict should be reduced and their psychological issues should be addressed to stimulate their enthusiasm. As job satisfaction contributes positively to organizational commitment and intention to stay, managers should conduct a series of organizational supportive activities to enhance job satisfaction, which will retain qualified employees.

This study conducted extensive research on job satisfaction and drew a systematic picture of job satisfaction on the basis of its determinants and outcomes, research objectives, main themes and journals. All findings were comprehensive and combined to contribute to the literature and serve as a foundation for further study.