Interest in psychological empowerment and employee engagement has increased substantially over the last decade among practitioners and academicians. However they have emerged independent of each other with little diligence as to how they are associated. The study attempts to predict employee engagement through dimensions of psychological empowerment. This article will contribute to our understanding of the relationship between psychological empowerment and employee engagement. The study is based on primary data collected from 101 employees working in three service organizations in central Kerala. Statistical techniques like correlation and multiple regression analysis were employed to measure the significance and strength of relationship between psychological empowerment and its dimensions (meaning, competence, self-determination and impact) and employee engagement. Correlation analysis revealed a significant positive association between psychological empowerment and employee engagement. Further analysis showed that all the dimensions of psychological empowerment, other than self-determination are predictors of employee engagement. Findings of the study are discussed, together with limitations and suggestions for future research.
This research examines the impact of perceived supervisor support and psychological empowerment on employee engagement. Social exchange theory and job demands-resources model of work engagement are used for explaining the association between these constructs. Data for the sample was collected from 177 employees in three service sector organizations in Central Kerala, South India. Regression analyses were performed to test the hypotheses. The results showed that perceived supervisor support and psychological empowerment positively influenced employee engagement and perceived supervisor support positively influenced psychological empowerment. Also, it was found that psychological empowerment fully mediated the relationship between perceived supervisor support and employee engagement. This research adds to the current body of literature by providing insight into the influence of perceived supervisor support and psychological empowerment on employee engagement in the Indian context.
The phenomenon of employee engagement is a major concern in the management circles across the globe. The concept is gaining increasing significance among managers and academic circles in India. In spite of its apparent importance, little research has been hitherto undertaken for identifying the antecedents of employee engagement. On the basis of existing literature, this conceptual paper attempts to define an ‘engaged employee’ as the one who is optimistic, highly focused on his work, enthusiastic and willing to go an extra mile to contribute to sustainable organizational success on a long term basis. The article proposes a relationship between employees’ satisfaction with human resource practices and their level of engagement in the organization. This relationship is explained based on social exchange theory. The article also discusses the importance of employee engagement and its declining levels across the globe. Finally, the present study also notices a dearth of research literature in this domain of human resource management, in Indian context and beyond, and hence it exhorts researchers to carry out relevant studies in this field.
PurposeThe study aims to look into the mechanism by which perceived human resource management (HRM) practices impact nurses' engagement, by specifically looking into the role of psychological availability and psychological safety.Design/methodology/approachA cross-sectional questionnaire survey was conducted among nurses (n = 465). Data were collected from nurses of National Accreditation Board for Hospitals and Healthcare Providers (NABH) accredited hospitals by employing two stage sampling.FindingsResults indicate significant positive association between HRM practices and employee engagement. Role of psychological safety and psychological availability as mediators was also confirmed. The study supported the proposition that HRM practices affected employee engagement through psychological safety and then psychological availability thus approving serial mediation.Originality/valueThis research also contributes to a more comprehensive understanding of the ways to achieve employees' psychological safety, availability, and thus nurse engagement.
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