Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces

Jose, Geetha; Mampilly, Sebastian Rupert

doi:10.1080/15555240.2015.1047498

Cited by 56 publications

(71 citation statements)

References 76 publications

(118 reference statements)

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“…A relationship was also established between PE and WE. This evidence supports postulating PE as a personal resource consistent with the JD-R model ( Bakker and Demerouti, 2017 , 2018 ) and is in line with various studies in this domain ( Stander and Rothmann, 2010 ; Jose and Mampilly, 2015 ). Psychologically empowered employees will experience heightened levels of autonomy, control over their work, perceived competence, and an enhanced sphere of influence ( Wang et al, 2016 ).…”

Section: Discussionsupporting

confidence: 91%

“…Given that empowered employees believe that they perform meaningful and impactful behaviors and that they believe in themselves and experience a sense of freedom in their tasks, they are more engaged (Stander and Rothmann, 2010). Empirical evidence supports the theorized positive relationship between PE and WE (Stander and Rothmann, 2010;Bhatnagar, 2012;Jose and Mampilly, 2015). Based on the discussion above, the following hypothesis was formulated:…”

Section: Psychological Empowerment and Work Engagementmentioning

confidence: 95%

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The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

2020

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Employees in the mining sector are faced with a demanding work environment due to external challenges impacting on the organization. Optimizing their engagement is vital in weathering a demanding environment. The aim of this study was to (a) position authentic leadership (AL) and psychological empowerment (PE) as enablers of work engagement (WE); (b) to investigate the processes (i.e., PE) through which AL exerts its effect on WE, and (c) to determine whether contextual factors [i.e., role clarity (RC)] influenced this process. A cross-sectional research design was employed to collect data from 236 employees employed by a coal-mining organization within South Africa. The AL inventory, PE questionnaire, measures of role conflict and ambiguity questionnaire, and UWES-9 was administered to collect data. A moderated-mediation investigation was employed to test the hypotheses. Results supported the value of AL to enhance WE, both directly and indirectly via PE. Results also concluded that AL exerts its influence on WE through PE, regardless of employees' levels of RC. AL literature is limited, not only in the South African context but also in the mining sector. The study not only extends AL literature by investigating its outcomes in a South African mining organization, but it also does so by investigating the boundary conditions under which AL exerts its influence. The boundaries (i.e., moderation) within which leadership-subordinate relationships (i.e. mediation) function are often neglected in favor of simplified investigations of mediation processes only.

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Section: Discussionsupporting

confidence: 91%

Section: Psychological Empowerment and Work Engagementmentioning

confidence: 95%

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

2020

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“…According to Adam's (1965) equity theory and Blau's (1964) social exchange theory, if employees perceive that there is fairness in the organization (both procedural and distributive justice) in pay (i.e., PS), a range of positive behaviors will be pursued within the organization. Moreover, high MS produces a give-and-take relationship between the manager and the employee and it will strengthen employee's association with the organization (Jose & Mampilly, 2015).…”

Section: The Moderating Role Of Msmentioning

confidence: 99%

The Impact of Managerial Support on the Association Between Pay Satisfaction, Continuance and Affective Commitment, and Employee Task Performance

Khalid

2020

SAGE Open

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This research study explores the moderating effect of managerial support and mediating effect of continuance and affective commitment on the association of employees’ pay satisfaction and their task performance. Data were collected from the university’s faculty members of Kingdom of Saudi Arabia ( N = 610) at two phases in time through random sampling technique. For data analysis, descriptive statistics, Pearson’s correlation analysis, and Preacher and Hayes’s PROCESS macro were utilized. The result showed that commitment positively mediates the relationship between pay satisfaction and manager-rated task performance, whereas pay satisfaction has an indirect positive relationship with task performance through continuance and affective commitment and was stronger in faculty having high managerial support. The continuance commitment mediation for the relationship of pay satisfaction and task performance is stronger compared with the mediation of affective commitment for the same relationship. This study provides a significant contribution to the literature of pay satisfaction by proposing and analyzing the associations between pay satisfaction and task performance as mediated by forms of organizational commitment and first- and second-order moderation of managerial support. The current study adds to the limited research on the effect of managerial support and commitment on the association of pay satisfaction and their task performance in higher education sector of Saudi Arabia.

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“…The direct relation between project team empowerment and implementation success is non-significant. Yet this factor can be described as important because empowerment leads to motivation, energizes [17] and increases engagement [25]. Organizational members would rather see the system change, than have to changes their routines [14].…”

Section: Discussionmentioning

confidence: 99%

Identifying the Critical Success Factors for Low Customized ERP System Implementations in SMEs

Wolters¹,

Eseryel

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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So far the level of ERP system customization has not been taken into account when identifying critical success factors for ERP implementations in small to medium size enterprises (SMEs). This research empirically tests the influence of the level of system customization on success factors by surveying 216 SMEs. We find that motivation system and project team empowerment are more important in low customized ERP implementations. This study is relevant to both theory and practice as it identifies and analyzes factors contributing to a higher success rate in low customized ERP system implementations in SMEs.

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Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces

Cited by 56 publications

References 76 publications

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

The Relationship Between Authentic Leadership, Psychological Empowerment, Role Clarity, and Work Engagement: Evidence From South Africa

The Impact of Managerial Support on the Association Between Pay Satisfaction, Continuance and Affective Commitment, and Employee Task Performance

Identifying the Critical Success Factors for Low Customized ERP System Implementations in SMEs

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