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Article
Publication date: 1 December 1997

Margaret Erstad

Among the many fashionable management terms, empowerment refers to a change strategy with the objective of improving both the individual’s and the organization’s ability…

11360

Abstract

Among the many fashionable management terms, empowerment refers to a change strategy with the objective of improving both the individual’s and the organization’s ability to act. Reviews the various themes of empowerment with particular reference to articles published between 1994‐1996 in the journal Empowerment in Organizations. The main themes are: creating an empowerment culture; empowerment as a management strategy; training and development for empowered employees; empowered teams and implementation techniques and empowerment and organizational change in the hospitality industry.

Details

International Journal of Contemporary Hospitality Management, vol. 9 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 12 September 2022

Jo-Yun Li, Yeunjae Lee and Dongqing Xu

The purpose of this paper is to explore how the excellent practice of public relations concerning strategic internal communication may help empower female employees to…

Abstract

Purpose

The purpose of this paper is to explore how the excellent practice of public relations concerning strategic internal communication may help empower female employees to cope with workplace gender discrimination. It constructs and empirically tests a theoretical model that investigates the role of transparent internal communication on diversity and inclusion in shaping female employees' sense of empowerment, and that empowerment may affect how they cope with such problems in the workplace.

Design/methodology/approach

An online survey was conducted with 402 full-time female employees in large-sized organizations in the United States. Structural equation models were conducted to test the proposed measurement model and hypothesized model.

Findings

The findings of this study offer support for the proposed model that featuring transparent internal communication regarding workplace gender discrimination increases female employees' empowerment to tackle the problems, which in turn encourages them to adopt problem-focused coping and participate in collective coping behaviors.

Research limitations/implications

Excellent internal communication not only facilitates organization-employee relationships as prior research widely demonstrated, but, according to the findings of this study, also creates a sense of empowerment among female employees, which encourage them to proactively address workplace gender discrimination issue.

Practical implications

Organizations should practice transparent communication regarding diversity and inclusion, ensuring employees receive sufficient information, clear guidelines, and opportunities to voice as well as aim to develop empowerment interventions that help employees address discrimination issues in the workplace.

Originality/value

To the best of the author's knowledge, this study is among the first empirical studies that present the importance of strategic internal communication, particularly transparent communication, in facilitating gender equality in the workplace.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 29 July 2022

Chijioke Nwachukwu, Hieu Minh Vu, Helena Chládková and Richard Selase Agboga

This paper aims to examine the mediating role of job satisfaction in the relationship between psychological empowerment and employee engagement. There is also an…

Abstract

Purpose

This paper aims to examine the mediating role of job satisfaction in the relationship between psychological empowerment and employee engagement. There is also an investigation of the moderating effect of religiosity on psychological empowerment and job satisfaction as well as job satisfaction and employee engagement.

Design/methodology/approach

Data were obtained from 265 employees working in the service industry in Nigeria. The hypotheses were tested and analysed using structural equation modelling and bootstrapping procedure.

Findings

The results show that the direct relationship between psychological empowerment and employee engagement was partially mediated by job satisfaction. Intrinsic religiosity (IR) was found to have a moderating effect on job satisfaction and employee engagement. IR and extrinsic religiosity (ER) does not moderate the impact of psychological empowerment on job satisfaction and employee engagement. ER was found to have a negative insignificant moderating effect on job satisfaction and employee engagement.

Research limitations/implications

A cross-sectional study reveals the relationship between variables at one point in a time. As such this study may not precisely predict the dominant pattern of the association over time. Future research can use longitudinal study to establish a dominant pattern of relationships.

Practical implications

This study informs human resource practitioners and scholars by demonstrating that religiosity and job satisfaction are important factors that should be considered in managing and keeping employees engaged.

Originality/value

To the best of the authors’ knowledge, this study is among the first atte`mpts to enrich the literature in the fields of psychological empowerment and employee engagement by highlighting organisational mechanisms that amplify the relationship.

Details

Industrial and Commercial Training, vol. 54 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 17 March 2022

Saima Rafique, Naveed R. Khan, Shuaib Ahmed Soomro and Fazeelat Masood

The paper aims to investigate the determinants of workplace innovation behavior of women employees in Pakistan. With a growing share of women's participation in the labor…

Abstract

Purpose

The paper aims to investigate the determinants of workplace innovation behavior of women employees in Pakistan. With a growing share of women's participation in the labor force in developing economies, it is crucial to understand their behavior. The authors looked into various practices that drive women's innovative behavior using social exchange theory (SET) as a theoretical framework.

Design/methodology/approach

This study is quantitative-based on the positivistic paradigm. Following the survey method technique, responses are collected from 317 female employees in the service industry. The authors used structural equation modeling for the data analysis.

Findings

The results indicate a significant impact of leader-member exchange (LMX) on employee empowerment; schedule flexibility was also a possible predictor of workplace innovation behavior through mediating roles of employee empowerment and response to change. The study findings are consistent with the prior literature and according to the developed hypothesis. Further, women's response to change partially mediates women employees' empowerment and workplace innovation behaviors. In addition, LMX significantly affects women's response to change through women employees' empowerment, leading to workplace innovation behavior.

Practical implications

The implication is that supervisors should be adaptable in working relationships with their women employees to bring positive workplace innovative behaviors. They create such exchanges with employees to make them feel that the organizations value them. The paper identifies the need to develop supportive supervisor-employee exchange relationships to encourage positive, innovative behavior in female employees.

Originality/value

This paper examines the workplace innovation behavior of women employees in Pakistani patriarchal society and a male-dominating workplace environment.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

Keywords

Article
Publication date: 30 August 2021

Chijioke Nwachukwu, Helena Chládková, Richard Selase Agboga and Hieu Minh Vu

The purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.

Abstract

Purpose

The purpose of this study was to enhance our understanding of the connection between religiosity, employee empowerment and employee engagement.

Design/methodology/approach

Drawing on the social exchange theory, a framework of hypotheses is developed that focusses on religiosity, employee empowerment and their impact on employee engagement. This research employed a quantitative survey and data obtained from 232 adults working in companies in Accra Ghana.

Findings

The results suggest that religiosity dimensions (extrinsic and intrinsic) have a counterbalancing effect on employee engagement dimensions (intellectual and affective). Employee empowerment predicts both intellectual and affective engagement.

Research limitations/implications

This study has some limitations which provide opportunities for more research. First, the study is cross-sectional and focusses on employees in selected companies in Accra Ghana. More so, the participants were a convenience, majorly men (only 28% were women). This limits the generalisability of the findings and our confidence in ascertaining the “cause” and “effect” in the relationship. The present paper used a quantitative research approach; mixed method may provide in-depth insight into the subject. The study examined the direct relationship between religiosity, employee empowerment and employee engagement. Future research should explore how the effect of religiosity and employee empowerment on a relevant outcome changes according to other organisational characteristics.

Practical implications

Organisations must develop more interest in religion's relevance and its impact on their employees' engagement. This should be done by providing the necessary platforms for employees to practice their religion. There is the likelihood of lack of engagement when an organisation fails to consider employee religious orientation or attempts to unduly regulate employees' religiosity. Empowering work environment can promote a higher level of employee engagement. It is obvious that empowered employees are focussed, energetic, enthusiastic and have positive disposition to work. These positive attitudes lead to a higher level of engagement which fosters productivity and overall organisational performance.

Originality/value

This study could contribute to the literature on religiosity, employee empowerment and employee engagement in the Ghanaian context. Therefore, there is a need to keep employees engaged and enhance productivity. This study underpins the importance of religiosity and employee empowerment in fostering employee engagement and productivity in the Ghana work setting.

Details

International Journal of Sociology and Social Policy, vol. 41 no. 11/12
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 12 November 2021

Anupama Singh

This paper aims to examine the factors that mediate and moderate the relationship between psychological empowerment and organizational health. Specifically, work…

Abstract

Purpose

This paper aims to examine the factors that mediate and moderate the relationship between psychological empowerment and organizational health. Specifically, work engagement is posited to mediate the relationship between psychological empowerment and organizational health and organizational communication to moderate the relationship between psychological empowerment and work engagement.

Design/methodology/approach

Data were collected from 524 scientists belonging to 10 laboratories of CSIR – an Indian R&D organization. For statistical analysis of moderated-mediation model, hierarchical multiple regression and process macro for SPSS was used.

Findings

Results revealed that work engagement was found to mediate the positive relationship between psychological empowerment and organizational health and organizational communication moderated the influence of psychological empowerment on work engagement. Results of moderated-mediation revealed that mediation of work engagement was moderated by organizational communication such that at higher levels of communication, the mediating effect of work engagement became stronger.

Originality/value

This study extends the understanding of the organizational health concept by studying the mediating effect of work engagement being moderated by organizational communication and its subsequent impact on organizational health.

Details

Management Research Review, vol. 45 no. 2
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 1 August 2005

Kay Greasley, Alan Bryman, Andrew Dainty, Andrew Price, Robby Soetanto and Nicola King

This study aims to examine how empowerment is perceived by individuals employed on construction projects. In contrast with previous research which has predominantly been…

22417

Abstract

Purpose

This study aims to examine how empowerment is perceived by individuals employed on construction projects. In contrast with previous research which has predominantly been conducted from a management perspective, this paper deals with employee perceptions of empowerment.

Design/methodology/approach

A qualitative approach was adopted for this study employing in‐depth interviews on four major construction projects.

Findings

The findings from the study indicate that there can be a gap between the employee experience and the management rhetoric. Health and Safety issues were often cited by the employees as a major barrier to empowerment. The strict Health and Safety regulations under which construction employees operate limit their freedom to influence the work that they undertake. A further factor that was found to have a strong influence on the diffusion of empowerment was the role of the employees’ immediate supervisor.

Research limitations/implications

The data are based on case studies that illuminate our understanding of empowerment in relation to construction projects. This area of research would benefit from alternative research approaches that could establish the generalizability of the findings reported.

Originality/value

This article explores the notion that, as empowerment is a perception, management cannot easily regulate employeesempowerment. This emphasises the importance of exploring employee perspectives when examining employee empowerment and its impact on workplace relations.

Details

Employee Relations, vol. 27 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 4 July 2016

Sung Jun Jo and Sunyoung Park

This paper aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations and suggest an empowerment model based on the…

4301

Abstract

Purpose

This paper aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations and suggest an empowerment model based on the type of organizational culture and the role of human resource development (HRD).

Design/methodology/approach

By reviewing the classic viewpoint of power, Lukes’ three-dimensional power and Foucault’s disciplinary power, we discuss power and empowerment in organizational contexts.

Findings

Power in organizations can be conceptualized based on the classic view, Foucault and critical view and Lukes’ three-dimensional power. We found that true employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into enhancing motivation and commitment in terms of psychological empowerment and bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment.

Practical implications

HRD needs to critically assess the meaning of power in particular contexts (Morrell and Wilkinson, 2002) before planning and implementing specific training and development interventions for performance improvement and/or organization development interventions for innovation.

Originality/value

This study attempts to review, analyze and discuss issues regarding employee empowerment from HRD perspectives. Implications for the roles of HRD and the empowerment model are proposed.

Article
Publication date: 19 January 2015

Faisal Alazzaz and Andrew Whyte

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between…

3438

Abstract

Purpose

The purpose of this paper is to address current knowledge gaps in off-site sub-element fabrication efficiency factors, by identifying an explicit relationship between productivity and employee empowerment.

Design/methodology/approach

The research is based on two engineering fabrication-yard case studies that investigate both qualitatively (via analysis of semi-structured interviews that incorporate a five-point Likert scale, with fabrication-product stakeholders), and also quantitatively (via assessment using SPSS statistical analyses to determine significance and trends in the data-set) the relationship between empowerment and productivity.

Findings

The results reveal a positive linear relationship in off-site construction between “employee empowerment factors” and, explicitly fabrication-yard “productivity-levels”. An especially strong and significant positive correlation is found to exist in resource development, worker involvement, process improvement, and task recognition as they refer to off-site construction productivity.

Practical implications

Most academic studies of off-site construction remain largely anecdotal and lack an empirical objective study; as a result, this (fabrication-yard) case-study research provides a useful approach to measure empirically the link between employee empowerment and productivity of off-site construction.

Originality/value

Employee empowerment in the construction industry has long been a focus of analyses; however, there remains a lack of consensus and very few studies into the direct relationship between employee empowerment on the one-hand, and productivity in off-site construction on the other-hand. It is argued here that the on-going new research undertaken in the present study will go beyond subjective opinion towards objective measurement of actual performance in off-site construction.

Details

Engineering, Construction and Architectural Management, vol. 22 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 January 2012

Ruta Kazlauskaite, Ilona Buciuniene and Linas Turauskas

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

7261

Abstract

Purpose

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

Design/methodology/approach

A survey of 211 customer‐contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour.

Findings

A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work‐related attitude, and their role in the HRM‐performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer‐oriented behaviour.

Research limitations/implications

Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment‐performance model to other industries.

Practical implications

In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer‐oriented behaviour.

Originality/value

The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR‐related performance outcomes ‐ employee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer‐oriented behaviour. Besides the role of empowerment in the HRM‐performance linkage is defined and empirically tested.

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