The effect of empowerment on job knowledge: An empirical test involving operators of complex technology

Abstract

Two studies were conducted to investigate the predicted effect of empowerment on employees' job knowledge. Study 1 developed a measure of job knowledge, based on knowledge elicitation techniques, for use in work settings. Study 2 used that measure to examine change in employee knowledge following an empowerment initiative. Findings showed a substantial increase in job knowledge, particularly among less experienced employees. Improvements were also recorded for employee self‐confidence and strain, but not for motivation or job satisfaction. The wider theoretical and practical implications are discussed.

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

“…Kirkman & Rosen, 1997;Thomas & Velthouse, 1990) moderates the relationships of transformational and transactional leadership with innovative behavior. empowerment as a set of managerial practices focused on the delegation of responsibilities (e.g., Leach, Wall, & Jackson, 2003). Psychological empowerment is a motivational construct originating in an employee's perception of having choice in initiating and regulating actions, having the ability to perform the job well (i.e., self-efficacy), being able to have an impact on the environment, and the meaningfulness of the job (Spreitzer, 1995;Thomas & Velthouse, 1990).…”

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

“…It is also considered as act of empowering others (Menon, 2001). Empowerment has been defined in several different perspectives: process approach, structural approach, and psychological approach (Leach, Wall & Jackson 2003;Mathieu, Gilson & Ruddy 2006;Menon 2001;Spreitzer 1995b;Uner & Turan, 2010;Quiñones, Van den Broeck & De Witte, 2013). Advocates of the process approach define empowerment as the relationships between structural antecedents and resulting psychological states (Lee & Wei, 2011;Mathieu, Gilson & Ruddy, 2006).…”

Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates

“…This type of leadership behavior tends to foster the feeling of ''psychological ownership'' of subordinates (Sashkin, 1976), increase subordinates' feelings of self-efficacy and control, and reduce their sense of powerlessness (Arnold, Arad, Rhoades, & Drasgow, 2000). Similarly, some authors have suggested that participative leadership behavior is likely to induce the feeling of empowerment among subordinates (Ahearne, Mathieu, & Rapp, 2005;Leach, Wall, & Jackson, 2003). The feeling of empowerment or psychological empowerment has been conceptualized as a form of intrinsic motivation to perform tasks, manifested in four cognitive dimensions: meaning, impact, competence, and self-determination (Conger & Kanungo, 1988;Spreitzer, 1995;Thomas & Velthouse, 1990).…”