Antecedents and Outcomes of Empowerment

Abstract

Using a statistical model, this study examined the correlates and consequences of psychological empowerment among a group of 612 technically skilled, professional, and managerial hospital employees (129 men and 483 women). Whereas individual as well as group and organizational characteristics influenced feelings of empowerment, group and organizational variables accounted for more variance in empowerment than did the individual variables. Empowerment perceptions increased with organizational rank and with leader approachability, group effectiveness, and worth of group. Individuals with more tenure in the organization felt more empowered; however, men and women, and Whites and non-Whites reported no significant differences in feelings of empowerment. Empowerment perceptions also were associated with increased job satisfaction and work productivity/effectiveness, as well as a decreased propensity to leave the organization.

Illusion or delusion – Lean management in the health sector

“…Kollberg and Dahlgaard (2005) found a positive link between work-and healthcare-performance, noting that empowerment was positively associated with perceived productivity and self-rated effectiveness. Koberg et al, (1999) also explored the correlation and consequences between perceived psychological empowerment among 612 healthcare professionals/managers; their findings suggest that empowerment perceptions were associated with job satisfaction, productivity/effectiveness and a lower propensity to leave. Harmon et al, (2003), drawing on data from 146 US Veterans Health Administration centres, showed that high-involvement work systems (HIWS -encompass practices including performance-based rewards, empowerment and teamwork) were strongly associated with higher employee satisfaction and financial performance.…”

The relationship between Leadership, Job satisfaction and Organisational Commitment

“…empowerment. Empowerment perceptions are associated with increased job satisfaction and work productivity and with a decreased propensity to leave an organisation (Koberg, Boss, Wayne, Jason & Goodman, 1999). Savery and Luks (2001) suggest that the level of employee involvement is directly linked to job satisfaction.…”

Legitimacy and empowerment: combining two conceptual approaches for explaining forest owners' willingness to cooperate in nature conservation

“…A significant relationship has been shown to exist between overall psychological empowerment and workers' cognition-based trust in their immediate managers (Ergeneli et al 2007). Trust in one's immediate partner has been seen to make an individual feel empowered because trust enhances communication, provides problem-solving opportunities and encourages individual discretion (Koberg et al 1999;Ergeneli et al 2007). In addition, individuals become empowered when they trust in their immediate partners' reliability, dependability and competence (Ergeneli et al 2007).…”

“…We argue that these concepts are necessary to understand the acceptance of the current renewal of environmental politics. They are also theoretically important, as the combination of legitimacy and empowerment presented here is a novel and promising, however seldom applied approach (Jones and George 1998;Koberg et al 1999;Ergeneli et al 2007). More specifically, we combine the currently leading social psychological approach to legitimacy of Tyler (2006) with research on empowerment (e.g.…”