2023
DOI: 10.1080/08874417.2022.2158962
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Employee Empowerment and HR Flexibility in Information Technology SMEs

Abstract: HR systems in IT organizations need to be flexible to enable them to adjust to the fast rate of technological change. Employee empowerment, often practiced at IT organizations under the banner of agile practices, has been highlighted as likely to enable HR flexibility. Based on a research panel based survey of top managers at 163 IT organizations in New Zealand and Australia, we confirmed positive effects of employee empowerment on four dimensions of HR flexibility: resource flexibility in employee skills and … Show more

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Cited by 4 publications
(1 citation statement)
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“…The dynamic and competitive nature of business environments has increasingly focused attention on the role of employees within workplaces and ways to strengthen employee commitment to workplace and tasks. This shift has led in particular to the surge of “participative infrastructure”, which is conceptualised as employee empowerment practices (Tretiakov et al ., 2023; Jain et al ., 2022; Askenazy and Caroli, 2010; Askenazy, 2001; Kling, 1995; Bauer, 2004; Kato and Morishima, 2002 among others). Empowerment practices are policies, mechanisms and processes within the workplace that enable lower-level individual employees to participate in decision making and share rewards and authority (Kim and Fernandez, 2017; Wood and de Menezes, 2011; Appelbaum et al ., 2000; Zatzick and Iverson, 2011; Mohr and Zoghi, 2008; Hammer and Stern, 1980; Seibert et al ., 2004).…”
Section: Introductionmentioning
confidence: 99%
“…The dynamic and competitive nature of business environments has increasingly focused attention on the role of employees within workplaces and ways to strengthen employee commitment to workplace and tasks. This shift has led in particular to the surge of “participative infrastructure”, which is conceptualised as employee empowerment practices (Tretiakov et al ., 2023; Jain et al ., 2022; Askenazy and Caroli, 2010; Askenazy, 2001; Kling, 1995; Bauer, 2004; Kato and Morishima, 2002 among others). Empowerment practices are policies, mechanisms and processes within the workplace that enable lower-level individual employees to participate in decision making and share rewards and authority (Kim and Fernandez, 2017; Wood and de Menezes, 2011; Appelbaum et al ., 2000; Zatzick and Iverson, 2011; Mohr and Zoghi, 2008; Hammer and Stern, 1980; Seibert et al ., 2004).…”
Section: Introductionmentioning
confidence: 99%