A longitudinal analysis of the impact of workplace empowerment on work satisfaction

Laschinger, Heather K. Spence; Finegan, Joan; Shamian, Judith; Wilk, Piotr

doi:10.1002/job.256

Cited by 425 publications

(561 citation statements)

References 53 publications

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“…Structural empowerment is the perception of the presence or absence of empowering conditions in the workplace, [32] while psychological empowerment is the employees' psychological interpretation to these conditions. [33] Hauck, Quinn Griffin and Fitzpatrick [34] report an inverse relationship between structural empowerment and anticipated turnover in critical care nurses. Fostering environments that enhance perceptions of empowerment can have lasting positive effects on nursing personnel.…”

Section: High-involvement Hrm Systemmentioning

confidence: 99%

Human resource management practices and nursing turnover

Rondeau¹,

Wagar

2016

JNEP

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Background: The objective of this study is to explore the nature of the association of discrete systems of human resource management practices and the rate of voluntary turnover of registered nurses (RNs) in a large sample of Canadian acute care hospitals and nursing homes. Healthcare quality, cost and access are impacted by excessive turnover of nursing staff. The rate of annual turnover for registered nurses has been estimated to be about 20 percent in Canada, with a total cost of almost $27,000 for each RN. Healthcare organizations that employ large numbers of registered nurses are keen to learn more about the role that organizational policies and practices play in reducing voluntary turnover. The relationship of human resource management (HRM) practices and employee turnover has generally been under-investigated. Three HRM systems, composed of bundles of discrete workplace or employment practices, were conceptualized in order to assess the relationship of HRM practice systems with the rate of RN turnover, at the establishment or facility level. Three HRM practice systems were constructed to test their systemic impact on nursing turnover: a technical HRM system that focuses on bureaucratic policies and practices that regulate the employee-employer relationship; a quality-of-worklife HRM system that includes a variety of employee-centered and family-friendly employment practices; and a high-involvement HRM system that utilize workplace arrangements that increase the commitment, engagement, accountability and participation of nurses. Methods and analysis: The chief nursing officers of 2,208 Canadian hospitals and long-term care facilities received the study questionnaire, generating responses from a total of 705 establishments. Each of the three HRM practice systems is estimated at each facility and comprised eight (8) discrete employment or workplace practices. Using estimates of voluntary RN turnover as the dependent variable, a step-wise ordinary least squares (OLS) regression was performed on each HRM practice system. Results: After controlling for facility characteristics and for local labour market conditions, the quality-of-worklife HRM employment system (p < .05) and high-involvement HRM work system (p < .05) are found to be related with lower voluntary turnover, yet their overall relationship with facility RN turnover appears to be quite modest. Our technical HRM practice system is not found to be associated with facility RN turnover. Conclusion: HRM systems comprising employee-friendly employment practices and high-involvement work practices may play an important (but modest) role in reducing RN turnover.

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Section: High-involvement Hrm Systemmentioning

confidence: 99%

Human resource management practices and nursing turnover

Rondeau¹,

Wagar

2016

JNEP

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“…One of the most primitive advocates of empowerment, Kanter (1977) in her influential book, 'Men and Women of the Corporation' states that organizational characteristics settle on the matter of empowerment (Kanter, 1977;Laschinger et al, 2004 p-78). Diverse organizational aspects are indispensable to position the juncture for successful empowerment (Siegall, M. and Gardner, S., 2000).…”

Section: Discussionmentioning

confidence: 99%

“…Practitioners observe empowerment as an instrument to support employees to imagine for themselves concerning the necessities of the work and to shift away from utterly doing what they are advised (Thorlakson and Murray, 1996;Laschinger, H. K. S. et al, 2004). Empowerment is looked upon a process by what citizens, institutions, and civilizations recapture power above their personal lives (Rappaport, 1984;Hage, A. M. et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

International Journal of Business and Management, Vol. 5, No. 1, January 2010, all in one PDF file

IJBM¹

2009

IJBM

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“…Most researchers believe that organizational commitment characterize the psychological state that describes an employee's relationship with his organization and that it has implications for their decision to stay with the organization (Allen & Grisaffe, 2001). According to Laschinger et al (2004), psychological empowerment represents a response of employees to structural empowerment conditions. On the other hand, psychological empowerment reflects the ebb and flow of beliefs and orientations of individual people about their work environment and its impact on them (internal and external environment).…”

Section: Psychological Empowerment and Organizational Commitmentmentioning

confidence: 99%

Linking Psychological Empowerment to Job Satisfaction and Organizational Commitment: Investigating the Mediating Effect of Organizational Trust

Alajmi¹

2016

IJBM

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The main purpose of this research is to examine the influence of psychological empowerment and organizational trust on job satisfaction and organizational commitment among Kuwait free trade zone employees. Data were obtained for this research through a set of questionnaire which was divided into four parts and administered to a total of 271 respondents. The results showed that psychological empowerment mainly affects employees' job satisfaction and organizational commitment. The results indicated that two dimensions of psychological empowerment, i.e. Meaning and Impact, are significant and positively related to job satisfaction. The existing literature supports the relationships between psychological empowerment dimensions and three dimensions of organizational commitment: normative, continuance, and affective commitment. However, results from this study showed inconsistency. The results showed that only one dimension of Psychological Empowerment, Meaning, is significant and positively Associated to Affective Commitment; two dimensions of Psychological Empowerment, Meaning and Competence, are significant and positively Associated to Normative Commitment; and no dimensions of Psychological Empowerment are statistically contributed to Continuance Commitment. Moreover, analysis has also showed that organizational trust mediates the relationships between psychological empowerment, job satisfaction and organizational commitment. Some practical implications are also discussed. The research concludes with limitations and future research suggestions to enhance psychological empowerment in public and private organizations in Kuwait.

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A longitudinal analysis of the impact of workplace empowerment on work satisfaction

Cited by 425 publications

References 53 publications

Human resource management practices and nursing turnover

Human resource management practices and nursing turnover

International Journal of Business and Management, Vol. 5, No. 1, January 2010, all in one PDF file

Linking Psychological Empowerment to Job Satisfaction and Organizational Commitment: Investigating the Mediating Effect of Organizational Trust

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