The impact of human resource practices on psychological empowerment

Abstract

The main objective of this study is to explain the relationship between human resource management (HRM) and psychological empowerment among the employees who worked for the National Iranian oil company (NIOC). The study population includes all NIOC's 950 employees, where 276 people were randomly chosen as sample study. The survey uses a questionnaire originally developed by Spreitzer (1995) [Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.] to measure psychological empowerment and designs another questionnaire for measuring HRM. Cronbach alphas for psychological empowerment and HRM are 0.856 and 0.839, respectively. The results have indicated that there was a positive and meaningful relationship between psychological empowerment and HRM.

Crafting employee engagement through talent management practices in telecom sector

“…Hence, hypotheses H1b (CDàPE) and H2b (RRàPE) were supported, whilst hypothesis H3b (TDàPE) was not supported. Similar findings were confirmed by earlier researches also (Arefin et al, 2019;Matsuo, 2019;Moradi & Dashti, 2016). Also, the result confirmed that PE changed a greater level of EE (β = 0.70 and p < 0.001).…”

“…Several studies found TMP as the key player to increase PE. Although there are different controversial results, many researchers empirically found that TMP (CD, RR, TD) positively and significantly influence PE (Arefin et al, 2019;Matsuo, 2019;Moradi & Dashti, 2016). In the direction of mediating effect of PE, the relationship between TMP and employee outcome has been documented in various research works, but contradictory outcomes have been found in the context of relationship amongst these variables.…”