Employee Empowerment: An Integrative Psychological Approach

Abstract

Une approche psychologique globale de la prise de pouvoir des salarie s a e te de veloppe e en partant du principe que l'expe rience psychologique du pouvoir soutient les sentiments de prise de pouvoir. Cette recherche e largit les perspectives existantes sur la prise de pouvoir en incorporant les effets d'objectifs valorise s tels que ceux fournis par le leadership transformationnel.L'internalisation des objectifs a e te identifie e comme e le ment majeur de l'expe rience psychologique de la prise de pouvoir s'ajoutant ainsi aux aspects plus traditionnelsque sont la perception de la maõà trise de l'environnement de travail, et celle d'efficacite personnelle ou de compe tence.Des proce dures de mesures standards sur un e chantillon de salarie s du Que bec, Canada, et la validation ulte rieure par un e chantillon d'organisation de l'Ontario, Canada, ont fourni une e chelle, aÁ trois facteurs, de la prise de pouvoir psychologique correspondant aÁ ces trois dimensions. Les implications d'une de finition de la prise de pouvoir comme e tat psychologique et la ne cessite de mesures multiples de la prise de pouvoir sont aussi de battues.An integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment. This research extends existing perspectives on empowerment by incorporating the empowering effect of valued goals, such as those provided by transformational leadership. Goal internalisation was identified as a major component of the psychological experience of empowerment, in addition to the two traditional facets of perceptions of control over the work environment and perceptions of self-efficacy or competence. Standard measure development procedures using a sample of employed individuals from Quebec, Canada and subsequent validation with an organisational sample from Ontario, Canada yielded a three-factor scale of psychological empowerment corresponding to these three dimensions. The implications of defining empowerment as a psychological state and the need for multiple measures of empowerment are also discussed.

Empowering the society through companies CSR agenda

“…According to him, review of the major approaches to the experience of power in conjunction with the various streams of empowerment research described in prior studies reveals that, at on individual level, the three main dimensions of the experience of power underlying empowerment process are: a) power as perceived control, b) power as perceived competence, and c) power as being energized toward achieving valued goals. The study done by [43] followed fairly closely the empowerment measurement that in the [34] study.…”

“…FourA 2016 09003 (2017) perform a job well); self-determination (feeling like one has control over one's work); and impact (feeling one can affect one's work outcomes) [33,34]. Scholars such as [35,36] regard psychological empowerment as motivational construct that involve process of enhancing feelings of self-efficacy among individuals by way of enhancing skills and abilities to do his/her job effectively.…”

“…The psychological empowerment is considered to be a cognitive state characterized by a sense of perceived control, perceptions of competence, and internalization of the goals and objectives of the organization. Second, construct of the empowerment is related to relational aspect that is perceived control (includes beliefs about authority, decision-making, latitude and availability of resources, autonomy in scheduling, etc), perceived competence (reflects role mastery that in addition to successful completion of assigned tasks also requires coping up with the non-routine tasks) and goal internalization (captures the energizing property of a worthy cause or exciting vision provided by the organization leadership) [34]. Similarly, the literature on economic empowerment is vast, and a large part of this focuses on the economic empowerment that centers around four broad areas: a) the promotion of the assets of people; b) transformative forms of social protection; c) microfinance; and d) skills training.…”

“…On the other hand, [43] contributes to the stream of research on empowerment by investigating the construct of psychological empowerment among public employees. Psychological empowerment was measured with a 15-item scale developed by [34], for the exact wording of the items and tapping the three dimensions of perceived competence, goal internalization and perceived control. This author applied the concept of empowerment as the employee-experienced power.…”

Do Public and Private Sector Employees Differ in Empowerment Perceptions? A Comparative Study

“…Impact is the degree to which an individual can influence strategic administration or operating outcomes at work. Hence, empowerment, as a psychological state, is an active work orientation where individual wishes and feels able to shape his/her work role and context [8].…”