Empowerment in organizations: Employees’ perceptions of the influences on empowerment

The effect of the recession on the quality of working life of UK managers: an empirical study

“…These findings are consistent with those of authors such as Burchell et al (2002) and Felstead et al (2004). In a world where the organisational rhetoric often focuses on employee engagement (Shuck and Wollard, 2010) and empowerment (Chiles and Zorn, 1995), recent trends seem to be pushing in the opposite direction with managers feeling that their levels of task discretion are declining as performance management regimes become more pervasive and intrusive (Bowles and Cooper, 2012;Mather et al, 2009). In addition, other research we have conducted reveals that the prevailing leadership styles in UK business organisations (which are overwhelmingly seen as authoritarian, bureaucratic and reactive) are styles which do much to undermine employee engagement (Worrall and Cooper, 2013).…”

“…More importantly, given that the majority of change was predicated on driving down costs, the main effect of change has been to force workers to intensify and extensify their work effort in that they now feel under increased pressure to work harder, faster and longer with less task discretion and with less control over how they do their jobs and the pace at which they have to work (Reed, 2011). The rhetoric of employee engagement and empowerment (Chiles and Zorn, 1995) and the reality of managers' working lives seem to be two completely different things (Bowles and Cooper, 2009;Harter et al, 2002;Shuck and Herd, 2012).…”

Negotiating Refugee Empowerment(s) in Resettlement Organizations

“…Although there are many different ways to conceptualize empowerment (for instance, see reviews in Ashcraft & Kedrowicz, 2002;Papa, Singhal, Ghanekar, & Papa, 2000), Chiles and Zorn (1995) conceptualize empowerment as both a perception and a process. In their model, empowerment includes a person's perception that he/she has the opportunity and ability to act effectively and control their environment.…”

Examining The Relationship Between Distributed Leadership and Organizational Trust According to Opinions of Teachers

“…Bu kapsamda özellikle yönetsel süreçlerde, çalışan katılımı ve örgütsel demokrasinin gelişimi ivme kazanmıştır (Cheney, 1995;Chiles ve Zorn, 1995). Bu gelişmelerle birlikte dikey örgüt tasarımına dayalı örgütsel modeller yerini yatay tasarımlara bırakmaktadır (Ikeda, Ito ve Sakamoto, 2010).…”