Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support.

Abstract

This study sought to understand how high involvement work processes (HIWP) are processed at the employee level. Using structural equation modeling techniques, the authors tested and supported a model in which psychological empowerment mediated the effects of HIWP on job satisfaction, organizational commitment, job performance, and job stress. Furthermore, perceived organizational support (POS) was hypothesized to moderate the relationships between empowerment and these outcomes. With exception for the empowerment-job satisfaction association, support was found for our predictions. Future directions for research and the practical implications of our findings for both employees and organizations are discussed.

High-Performance Work Systems and Proactive Behavior: The Mediating Role of Psychological Empowerment

“…As employees' attitudes and behavior are contingent to organizational practices, we argue for the intervening role of psychological empowerment through which employee perceived HPWS influence proactive behavior. Although the intervening role of psychological empowerment in HPWS-in-role behavior linkage is examined in prior research (e.g., Aryee, Walumbwa, Seidu, & Otaye, 2012;Butts, Vandenberg, DeJoy, Schaffer, & Wilson, 2009;Liao, Toya, Lepak, & Hong, 2009), a more detailed explanation is solicited which explore the reason for HPWS-proactive behavior linkage. We propose that psychological empowerment may explain why employees display proactive behavior in response to HPWS.…”

Estrés de rol y empowerment psicológico como antecedentes de la satisfacción laboral

“…En definitiva, el estrés de rol afectaría negativamente a los niveles de empowerment psicológico percibidos, y el empowerment psicológico reduciría, a su vez, los niveles de satisfacción en el trabajo. Diversos estudios han analizado el papel mediador del empower ment psicológico entre diversos antecedentes, tales como liderazgo (Zhou et al, 2012), exceso de cualificaciones profesionales (Erdogan & Bauer, 2009), marketing interno (Yao, 2013) o identificación con el trabajo (Butts, Vandenberg, Dejoy, Schaffer & Wilson, 2009), y la satisfacción laboral. Sin embargo, apenas existen investigaciones que analicen especí ficamente las relaciones existentes entre el estrés de rol, el empowerment psicológico y la satisfacción laboral planteada en los modelos de Spreitzer (1995de Spreitzer ( , 1996.…”

Participation and Organizational Commitment during Change: From Utopist to Realist Perspectives

“…Huang et al (2006) reported that ±e positive link between participative leadership and organizational commitment was only present for short-tenure employees. Butts et al (2009) found that the participation-organjzatjonal commitment link was strongest for employees who held higher levels ofperceived organizational support.…”

“…Cox et al, 2009), degree of confiict with supervisors (Janssen, 2004), organizational tenure, perceived organizational support (Butts et aL, 2009) aud organizationaj culture. For exampie, Smeenk et al (2006) reported that academic employees in two facuities with different cuirnres (hegemonist versus separatist) responded differently to a given set of HR practices, including ±e levei of autonomy.…”

“…Butts et al, 2009); team empowerment (Kirlcman & Rosen, 1999), employee participation in decision-making (Han et al, 2009), aud profit-sharing plans (Bayo-Moriones & Larränza-Icintana, 2009). …”