Empowerment at Work: The Dyadic Approach

Gupta, Ananda Das; Kurian, Shaji

doi:10.1177/097226290601000103

Cited by 4 publications

(7 citation statements)

References 7 publications

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“…Agreeing with the empirical result (Gupta & Kurian, 2006;Lawler, 1986) autonomy through boundaries, team accountability, reward system, workplace independence and flexibility are found directly related with employees perceived feeling of empowerment. Hence, organisations should devote more time and resources to promote autorx1rnJl t:hrourJJ lxun:Iaries, team accountability, uorkplace independence and flexibility because of their direct relation with employees feeling of empowerment.…”

Section: Discussionmentioning

confidence: 71%

“…Meaning involves a fit between the requirement of a work goal and beliefs, values, and behaviors (Hackman and Oldham, 1980). Low degrees of meaningfulness are believed to result in apathy, feeling detached and unrelated to significant events whereas higher levels of meaningfulness result in commitment, involvement, and concentration of energy (Olsson, & Salay, 1983).…”

Section: Psychological Empowermentmentioning

confidence: 99%

“…Task autonomy facilitates delayering: In other words, removal of whole layers of management in the organisational hierarchy, thereby creating a 'flatter' structure (Gupta & Kurian, 2006). In Reliance Industries Ltd. the number of hierarchical layers is down from 10 to 4 at the plant.…”

Section: Psychological Empowermentmentioning

confidence: 99%

“…Workers take on wider responsibility for work processes usually as self directed work teams (Gupta & Kurian, 2006). Teams are also supported through individual and group training and selection decisions.…”

Section: Management and Labour Studiesmentioning

confidence: 99%

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Exploring the Determinants of Empowerment Climate in Indian Industry

Muduli

2008

Management and Labour Studies

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The majority of research on empowerment has focused on the individual job incumbent's psychological experience of empowerment and link this with various work-related outcomes. Work context capable of promoting empowerment has been neglected by researchers. Extensive literature survey explored information sharing, autonomy through boundaries, team responsibility, reward system, workplace independence and flexibility and skill acquisition and development as work context (managerial structures and practices) and conceptualized as empowerment climate construct.t Ashutosh Muduli is a faculty of Management Studies in the

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Section: Discussionmentioning

confidence: 71%

Section: Psychological Empowermentmentioning

confidence: 99%

Section: Psychological Empowermentmentioning

confidence: 99%

Section: Management and Labour Studiesmentioning

confidence: 99%

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Exploring the Determinants of Empowerment Climate in Indian Industry

Muduli

2008

Management and Labour Studies

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“…Per pastaruosius dešimtmečius ji kito ir evoliucionavo. Remiantis įgalinimą tiriančiais autoriais (Gupta, Kurian, 2006), istoriškai Vakarų šalių tyrimuose galima skirti kelis darbuotojų įgalinimo koncepcijos raidos etapus. Kiekvieno šių etapų esminė praktinė paskirtis -darbuotojo darbo produktyvumo potencialo atskleidimas:…”

Section: įGalinimo Konceptas Vadovavimo žMogiškiesiems Ištekliams Konunclassified

Vadovų vaidmuo įgalinant žmogiškuosius išteklius

Valiulė¹,

Vaikšnoras²

2021

Regional Formation and Development Studies

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Klaipėdos universitetas (Lietuva)ANOTACIJA Kiekvienoje sėkmingoje organizacijoje labai svarbus yra vadovo ir darbuotojų gebėjimas suprasti vienas kitą bei sėkmingai kartu dirbti komandoje. Šiuo metu vis dažniau akcentuojamas ir nagrinėjamas naujas įgalinimo terminas -tai vadovo veiksmai darbuotojo atžvilgiu, siekiant sėkmingai įgyvendinti organizacijos tikslus. Remiantis moksliniais šaltiniais, straipsnyje atskleidžiama vadovavimo samprata ir esmė, analizuojami teoriniai vadovavimo aspektai. Išanalizuota žmogiškųjų išteklių svarba organizacijoje ir apibūdinta žmogiškųjų išteklių įgalinimo koncepto erdvė bei tipologija. Atliktas vadovų vaidmens, įgalinant žmogiškuosius išteklius, organizacijoje tyrimas. Įvadas Šiandieninėje konkurencingoje aplinkoje kiekviena organizacija turi siekti įgyvendinti visus numatytus tikslus ir uždavinius. Organizaciją į priekį veda vadovas -lyderis, kuris aiškiai suformuluoja ir numato, kuria kryptimi organizacija turi eiti. Vadovavimo esmė atsiskleidžia per vadovo gebėjimą pavienius darbuotojus sutelkti į tikslingai ir veiksmingai dirbančių žmonių grupę. Šiandieninėje vadovavimo sampratoje atsiranda nauja sąvoka -įgalinimas, t. y. vadovo veiksmai, skatinantys darbuotoją suvokti savo darbo prasmingumą, padedantys sėkmingai įgyvendinti organizacijos tikslus ir uždavinius, todėl svarbu nustatyti vadovo vaidmenį įgalinant žmogiškuosius išteklius.Problema. Koks vadovavimo stilius, vadovo poveikio darbuotojams pobūdis ir elgsenos modelis gali užtikrinti veiksmingesnį žmogiškųjų išteklių įgalinimą?Tikslas. Įvertinus vadovų vaidmens įgalinant žmogiškuosius išteklius teorinius aspektus, parengti vadovavimo darbuotojams modelį, skatinantį veiksmingą įgalinimą organizacijoje.Objektas -vadovų vaidmuo įgalinant žmogiškuosius išteklius. Uždaviniai: y Apibūdinti žmogiškųjų išteklių įgalinimo koncepto erdvę ir tipologiją vadovavimo organizacijai kontekste. y Įvertinti vadovų vaidmenį įgalinant žmogiškuosius išteklius. y Nustatyti vadovavimo stilių, poveikio darbuotojams pobūdį ir elgsenos modelį, kuris užtikrintų veiksmingesnį darbuotojų įgalinimą.

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Vadyba

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Brand equity has become essential variable that impacts on purchase decision and enhances the value of product due to the effects on customer loyalty and customer satisfaction. Nowadays,information and communication technologies have been devoloped rapidly that causes wide range of product and brand choices in the market. Therefore quality level and features of products have been become similar.In this case firms need to differentiate their products and compete each other to sustain their success and to exist in the market forever. One of the main ways to increase the success of firm and make a difference in the market is building the consumer-based brand equity that is described as perceived sense of brand by the consumers. Companies must compete aggressively to attract and keep loyal customers. Brand equity is one of the company's most valuable asset to keep the potential consumers. Companies are increasingly understanding that brands are key factors in competitiveness People are more likely to purchase or consume products are supplied by a corporation if corporation's brand equity is stronger. Because of this, purchase decisions are heavily impacted by customer opinions about these brands .The goal of this study is to develop a conceptual framework for analyzing the link between consumer-based brand equity and purchasing decision of consumer. Research was to examine the impact of four dimensions of customer-based brand equity on consumer purchasing decisions: brand loyalty (BA), perceived quality (PQ), brand awareness (BAW), and brand association (BA) on consumer purchase decisions (CPD). The study's research model was influenced by Aaker's consumer-based brand equity model. Brand loyalty, perceived quality, brand awareness, and brand association were independent variables. Dependent variable was consumer's purchase decision. Data was obtained from 407 respondents in Turkey using an internet survey to test the hypothesis. The respondents' favorite sports shoes brand was used to frame the questions. The data were examined by descriptive statistics, exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The results showed that brand equity dimensions affect Turkish consumer's purchasing decisions based on consumer's favourite sport shoes brand. Statistically, there is positive impact of both BAW (coefficient 0.853, p=0.000<0.01), BL (coefficient 0.255, p=0.019<0.05) on CPD. Both PQ (p=0.870>0.05) and BA (p=0.538>0.05) have no positive impact on CPD.

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Empowerment at Work: The Dyadic Approach

Cited by 4 publications

References 7 publications

Exploring the Determinants of Empowerment Climate in Indian Industry

Exploring the Determinants of Empowerment Climate in Indian Industry

Vadovų vaidmuo įgalinant žmogiškuosius išteklius

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