Measuring empowerment

Val, Manuela Pardo del; Lloyd, Bruce

doi:10.1108/01437730310463297

Cited by 36 publications

(31 citation statements)

References 16 publications

(21 reference statements)

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“…The Pardo del Val and Lloyd () instrument was used to measure the extent of use of Employee Empowerment. This measure consists of 12 items covering four dimensions of Employee Empowerment (collaboration, formalization, directness and the degree of influence).…”

Section: Methodsmentioning

confidence: 99%

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The association between organizational culture and the use of management initiatives in the public sector

Baird

Harrison

2017

Financ Acc Manag

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This paper examines the association between five factors in O'Reilly et al. (1991) Organizational Culture Profile and the use of Activity Management (AM), Total Quality Management (TQM) and Employee Empowerment within public sector organizations. The results show that the use of AM and TQM is lower in public sector organizations than in their private sector counterparts, and is facilitated by an organizational culture of Outcome Orientation and Attention to Detail. The extent of use of Employee Empowerment is similar across the two sectors, and is facilitated when public sector organizations exhibit higher Respect for People and Innovation.

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Section: Methodsmentioning

confidence: 99%

“…The Pardo del Val and Lloyd (2003) instrument was used to measure the extent of use of Employee Empowerment.…”

Section: Extent Of Use Of Employee Empowermentmentioning

confidence: 99%

The association between organizational culture and the use of management initiatives in the public sector

Baird

Harrison

2017

Financ Acc Manag

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“…However, there still does not exist a universally accepted definition of empowerment. Besides it is viewed in research as a management style (Pardo del Val and Lloyd, 2003), HR practice (Huselid et al, 1997), employee perception (Quinn and Spreitzer, 1997), and a cognitive state (Menon, 2001). Therefore, it is necessary to look deeper into what the construct of empowerment refers to.…”

Section: Empowerment and The Hrm-performance Linkagementioning

confidence: 99%

Organisational and psychological empowerment in the HRM‐performance linkage

2011

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Purpose-This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM-performance linkage. Design/methodology/approach-A survey of 211 customer-contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour. Findings-A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work-related attitude, and their role in the HRM-performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer-oriented behaviour. Research limitations/implications-Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment-performance model to other industries. Practical implications-In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer-oriented behaviour. Originality/value-The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR-related performance outcomesemployee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer-oriented behaviour. Besides the role of empowerment in the HRM-performance linkage is defined and empirically tested.

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“…In general, it describes the delegation of authority to workers, but in practical terms, this could range from trivial decisions on the assembly line all the way to full participation in governance and strategic planning. For our purposes, empowerment can be practically defined as participation of all faculty members in the decision-making process [15].…”

Section: The Case For Democracy Enhanced Organizational Performancementioning

confidence: 99%