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

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.

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.

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.

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.

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.

Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices.

A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study.

The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices.

As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

Drawing on self-determination theory (SDT), this study aims to understand the adverse effects of customer mistreatment on employee performance and well-being by thwarting the satisfaction of employees' basic psychological needs. It also examines how these negative effects may be mitigated by empowerment human resource management (HRM) practices.

Two studies were conducted using survey data collected in China. In Study 1, cross-sectional data from 321 telemarketing employees were analyzed to examine how customer mistreatment reduces the satisfaction of employees' basic psychological needs, harming job performance and job satisfaction. In Study 2, multiwave, multisource data were collected from 149 property agents and their supervisors to replicate the findings of Study 1 and further test empowerment HRM as a moderator of the relationship between customer mistreatment and satisfaction of needs.

The results from both studies show that customer mistreatment leads to low job performance and job satisfaction via reduced satisfaction of employees' needs for autonomy and competence but not relatedness. Moreover, the negative effect on the satisfaction of employees' needs for autonomy and competence was buffered when organizations had high empowerment HRM practices in place.

This study provides new insights on customer mistreatment by understanding its effects from a motivational perspective, which has not been considered in prior research. It also explores how HRM practices can help satisfy employee needs in adverse work environments induced by customer mistreatment.

In the field of innovation, there is growing interest in exploring the factors that determine the extent to which firms can learn from external sources. However, most previous studies neglect the role of human factors. Little is known about which employee behaviors are desirable for boundary-spanning learning activities and which human resource management (HRM) practices are appropriate to respond to external knowledge transfer across boundaries. To fill this gap, the authors investigate the role of empowerment-focused HRM in interfirm learning and explore the integration of external inputs from the perspective of employees.

Based on empirical survey data collected from different countries, the authors test the proposed model with structural equation modeling.

The authors’ findings indicate that empowerment-focused HRM practices, including job enrichment, job autonomy, teamwork and cross-functional communication, are positively associated with relationship learning.

In this study, the authors present a theoretical explanation for how empowerment-focused HRM may influence firm's innovation through relationship learning process and provide empirical evidence regarding the specific HRM practices that can have different effects on the different phases of relationship learning.

The purpose of this paper is to investigate the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory.

Data were collected using a web-based survey (293 usable responses). Respondents were full-time employees from the UAE’s oil-and-gas sector. The proposed hypotheses were tested using hierarchical regression for direct and indirect relationships. Confirmatory factor analysis was used to confirm the validity of the proposed framework.

Sustainable HRM has a significant direct effect on sustainable employee performance and perceived sustainable organizational support. The mediating influence of organizational knowledge sharing (OKS) and employee empowerment were significant to varying degrees, proving the different interactions between the study constructs.

The mediating effect found for OKS and employee empowerment suggests that organizations should consider multiple combinations of practices to sustain positive outcomes, especially in dynamic markets. The alignment between different managerial practices can enhance anticipated organizational outcomes. Establishing knowledge-sharing practices will, therefore, help in enhancing employee performance, supporting the role of sustainable HRM. Empowering employees will also help in establishing a sense of perceived support that employees will value, leading to positive reciprocity from employees.

This study extends the literature on sustainable HRM and its links to positive organizational outcomes in the context of the UAE. The study also demonstrates that mediators of the direct relationships can have varying effects and associations with different organizational outcomes.

The main purpose of this paper is to investigate the relationships among a set of human resources management (HRM) practices, entrepreneurial traits (ET) and corporate entrepreneurship (CE) in an emerging market such as the Egyptian one.

This research is explanatory in nature where it explains the causal relationships between the variables. Data was collected from 230 human resources (HR) managers and professional serving in top Egyptian financial institutions. Data was analyzed using structural equation modeling with relevant goodness-of-fit statistics.

The results of this study indicate that HRM practices have significant impact on the development of ET of personnel currently operating in the Egyptian financial institutions. Besides, the results confirm the effect of HRM practices on ET, which in turn have significant impact on CE.

This research provides an appropriate direction for HR managers on how to best design HR programs directed toward the development of strong CE orientation. It also highlights the core ET needed to enhance CE in emerging economies. The validated hypothetical relationships of this model serve as the baseline for those managers to plan, execute and measure the consequences of those HRM programs.

Although HRM is widely considered as a critical driving force for CE, there is a remarkable scarcity of empirical research examining the role of ET. The conceptual model tested in this research typically deepens both HRM scholars and managers’ understanding of how they can best connect HRM practices to ET and CE in emerging economies. The findings of this study open the door for a new venue of research in the HRM area of study, particularly in emerging markets that search for a fast-growing rate of economic prosperity. The findings of this study lend support for HRM as an antecedent to CE rather than vice versa.

Call center is a large and growing sector worldwide and is facing important human resource management (HRM) and service challenges. The purpose of this study is to analyze the impact of structural empowerment (SE) and psychological empowerment (PE) on customer satisfaction (CS) through employee job satisfaction (JS) at a call center in Portugal.

Data were collected by means of a survey handed over personally to 267 employees at the call center of a telecommunication company. This was then linked to their respective net promoter score (CS) provided by the call center. Confirmatory factor analysis and structural equation modeling were used as analytical tools.

SE affects PE, and both have a positive impact on JS. Empowerment impacts CS: SE positively affects CS mediated by PE; and PE affects CS mediated by JS.

This study emphasizes the importance of the use of organizational practices of SE in call centers to achieve two important organizational outcomes: employee JS and CS.

This study tests a process model involving two domains, HRM (employee side) and service delivery (customer side), which are traditionally dealt with separately in the context of call centers. This helps to understand how HRM polices are connected to CS. Although some of these relationships have been studied separately in different contexts, the research offers a strong methodological design by linking employee perceptions of empowerment with data provided by the firm on CS.

O setor dos call centers é grande e está em crescimento em todo o mundo, enfrentando importantes desafios de Gestão de Recursos Humanos (GRH) e de Serviços. O objetivo principal deste estudo é analisar o impacto do empoderamento estrutural (EE) e do empoderamento psicológico (EP) na satisfação do cliente (SC) através da satisfação no trabalho (ST) dos colaboradores de um call center em Portugal.

Os dados foram recolhidos por meio de um questionário entregue pessoalmente a 267 funcionários do call center de uma empresa de telecomunicações. Esses dados foram ligados aos dados fornecidos pela empresa em relação à satisfação do cliente para cada colaborador, utilizando o net promoter score. A análise fatorial confirmatória e a modelagem de equações estruturais foram utilizadas como ferramentas analíticas.

O EE afeta o EP e ambos têm um impacto positivo na ST. O empoderamento impacta a SC: i) o EE afeta positivamente a SC mediada por o EP; ii) o EP afeta a SC mediado pela ST.

Este estudo enfatiza a importância do uso de práticas organizacionais de EE em call centers para atingir dois resultados organizacionais importantes: a ST do funcionário e a SC.

Este estudo testa um modelo processual envolvendo dois domínios, a gestão de recursos humanos (lado do funcionário) e a entrega de serviços (lado do cliente) no contexto de call centers, que tradicionalmente são tratados separadamente. O estudo ajuda a entender como as políticas de GRH estão conectadas à SC. Embora algumas dessas relações tenham sido estudadas separadamente em diferentes contextos, a pesquisa oferece um forte desenho metodológico ao vincular as perceções dos funcionários sobre o empoderamento com os dados fornecidos pela empresa sobre a satisfação do cliente.

El sector de los centros de llamadas es grande y está creciendo en todo el mundo, y se enfrenta a importantes desafíos de gestión de recursos humanos y servicios. El objetivo principal de este estudio es analizar el impacto del empoderamiento estructural (EE) y el empoderamiento psicológico (EP) en la satisfacción del cliente (SC) a través de la satisfacción laboral (SL) de los empleados de un centro de llamadas en Portugal.

Los datos fueron recolectados mediante una encuesta entregada personalmente a 267 empleados en el centro de llamadas de una empresa de telecomunicaciones. Estos datos se vincularon a los datos proporcionados por la empresa en relación con la satisfacción del cliente de cada empleado, utilizando el net promotor score. El análisis factorial confirmatoria y el modelado de ecuaciones estructurales se utilizaron como herramientas analíticas.

El EE afecta el EP y ambas tienen un impacto positivo en la SL. El empoderamiento impacta el SC: i) EE afecta positivamente el SC mediado por el EP; ii) El EP afecta a la SC mediada por la SL.

Este estudio enfatiza la importancia de utilizar prácticas organizacionales de EE en los centros de llamadas para lograr dos importantes resultados organizacionales: la SL del empleado y la SC.

Este estudio prueba un modelo de proceso que involucra dos dominios, la gestión de recursos humanos (lado del empleado) y la prestación de servicios (lado del cliente) en el contexto de los centros de llamadas, que tradicionalmente se tratan por separado. El estudio ayuda a comprender cómo las políticas de recursos humanos están conectadas a SC. Aunque algunas de estas relaciones se han estudiado por separado en diferentes contextos, la investigación ofrece un sólido diseño metodológico al vincular las percepciones de empoderamiento de los empleados con los datos proporcionados por la empresa sobre la satisfacción del cliente.

Attempts to reanalyze the concept of empowerment as it relates to management. Tracing the origins and nature of management, outlines a case for viewing empowerment as part of a larger system of management control innovations, or cocktails of control. Does not seek to debunk or dismiss empowerment as simply founded on control, and so unworthy of serious analysis. Instead, using the concept of governance, attempts to analyze how managers use the rhetoric of empowerment to secure control. From here analyzes the limits to managerial control, founded on empowerment. Offers observations and conclusions for future research on empowerment.

Reports on the early stage of a research project being undertaken at Nottingham Business School. Suggests that claims made for the benefits of employee empowerment need to be viewed with caution: there are clearly different meanings to empowerment and a variety of different forms in different organizations. Suggests that a framework of analysis is needed so as to identify the precise nature of the form of empowerment being initiated. Provides a five‐dimensional model. Each dimension is based on a dichotomous continuum which compares the empowered hospitality organization with the traditional “Production‐line” organization. The dimensions given are the task dimension, the task allocation dimension, the power dimension, the commitment dimension and the cultural dimension.

The purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.

This paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.

This paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.

None of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.