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Employee-employer relationship- Empowerment and Interpersonal Trust in Private Educational Institutions and Its Impact on Overall Profitability of an Organizations  [cached]
Iram Bashir,Sunober Ismat,Babak Mahmood
International Journal of Asian Social Science , 2012,
Abstract: The study was aimed at exploring empowerment and interpersonal trust, and how it would impact on the overall profitability of organizations. Given this conceptualization, empowerment may influence interpersonal-level trust and profitability in several ways. If principal create a work environment that enhances the feeling of empowerment in terms of meaning, competence, self-determination and impact. Teacher may be more likely to trust their supervisor and it will impact on overall profitability of organization. Fasialabad city was selected as universe and sample of 100 respondents were analyzed. Questionnaire tool was used to collect the data. After collecting information certain statistical tools (Mean, Standard deviation, regression and multi variate analysis) were applied to examine the relationship between empowerment and interpersonal trust and that relationship had an impact on overall profitability of institutions. Interpersonal trust level in colleges increased when teachers perceived that they were empowered in their work related activities. Teachers who perceived higher levels of empowerment in terms of the subscales of self-determination and impact also showed higher levels of interpersonal-level trust in their principals. Interpersonal trust and empowerment are very much essential to increase overall profitability in terms of goodwill and organizational learning.
The Relations of Transformational Leadership and Empowerment with Employee  [PDF]
A Gill
Business and Economics Journal , 2010,
Abstract: This paper examines if transformational leadership and empowerment affect job satisfaction among Indian restaurant employees. This studyutilized survey research (a non-experimental field study design). A total of 218 restaurant industry employees from the Punjab area of India weresurveyed to assess their perceptions of transformational leadership, empowerment, and job satisfaction at their places of work. Positiverelationships between i) employee perceived transformational leadership used by managers and employee perceived job satisfaction and ii)employee perceived empowerment and employee perceived job satisfaction were found. The paper makes recommendations to managers andowners/operators of the hospitality organizations for improving employee retention.
Psychological empowerment, job insecurity and employee engagement  [cached]
Marius W. Stander,Sebastiaan Rothmann
South African Journal of Industrial Psychology , 2010, DOI: 10.4102/sajip.v36i1.849
Abstract: Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity. Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement. Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention. Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale. Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement. Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees. Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard. How to cite this article: Stander, M.W., & Rothmann, S. (2010). Psychological empowerment, job insecurity and employee engagement. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 36(1), Art. #849, 8 pages. DOI:10.4102/sajip.v36i1.849
Managing Behind the Scenes: Employee Empowerment
H. Ongori,J.P.W. Shunda
The International Journal of Applied Economics and Finance , 2008,
Abstract: The main objective of this study was to find out the strategies for success of employee empowerment in organisation to reduce employee turnover. In addition, the study focuses on benefits and criticism of employee empowerment in organisations. Nowadays empowerment has occupied a central point in many organisations in the 21st century. In this era of globalization, there is need for employee`s empowerment in order to enable the organisation to respond quickly to any changes in macro-environment. The methodology adopted in this study is quantitative approach, whereby a convenience sample of one hundred employees was selected for the study. The data was analyzed by using descriptive statistics. This study will contribute greatly to existing literature specifically in inspiring managers to develop appropriate strategies to nurture employee empowerment in organisations. The outcome from the findings shows that employee empowerment is essential to assist organisations to respond quickly to any environmental changes and reduce employee turnover.
The relationship between social capital and employee participation in Gorgan medical science university
Zeinab Alinajafi,Monireh Askarinejad,Seidmehdi Veiseh,Farideh Kamari
Management Science Letters , 2012,
Abstract: In this article, we investigate the relationship between social capital and employee participation in Gurgan Medical Science University. The results of our study indicate that there is an indirect relationship between employee participation networks and employee participation, an indirect relationship between trust and closeness with employee participation and there is an indirect relationship between employee closeness and employee participation. Our investigation shows that there is a relationship between trust grade and employee participation. In other words, as trust grade increases there is an increase in employee participation. Another observation is that there is an indirect relationship between employee communication networks and participation. Another observation is that there is a direct relationship between communication network and closeness as well as trust, which means that as communicational network increases, trust and closeness grades in organization increase too.
The Moderating Role of Power Distance on the Relationship between Employee Participation and Outcome Variables
Sima Rafiei,Abolghasem Pourreza
International Journal of Health Policy and Management , 2013,
Abstract: Background Many organisations have realised the importance of human resource for their competitive advantage. Empowering employees is therefore essential for organisational effectiveness. This study aimed to investigate the relationship between employee participation with outcome variables such as organisational commitment, job satisfaction, perception of justice in an organisation and readiness to accept job responsibilities. It further examined the impact of power distance on the relationship between participation and four outcome variables. Methods This was a cross sectional study with a descriptive research design conducted among employees and managers of hospitals affiliated with Tehran University of Medical Sciences, Tehran, Iran. A questionnaire as a main procedure to gather data was developed, distributed and collected. Descriptive statistics, Pearson correlation coefficient and moderated multiple regression were used to analyse the study data. Results Findings of the study showed that the level of power distance perceived by employees had a significant relationship with employee participation, organisational commitment, job satisfaction, perception of justice and readiness to accept job responsibilities. There was also a significant relationship between employee participation and four outcome variables. The moderated multiple regression results supported the hypothesis that power distance had a significant effect on the relationship between employee participation and four outcome variables. Conclusion Organisations in which employee empowerment is practiced through diverse means such as participating them in decision making related to their field of work, appear to have more committed and satisfied employees with positive perception toward justice in the organisational interactions and readiness to accept job responsibilities.
Study on the Moderating Effect of the Employee Psychological Empowerment on the Enterprise Employee Turnover Tendency: Taking Small and Middle Enterprises in Jinan as the Example
Kai Yao,Xiaoming Cui
International Business Research , 2010, DOI: 10.5539/ibr.v3n3p21
Abstract: In the knowledge economy, the competition among enterprises is the competition about talents in the final analysis, and the intelligence capital becomes the key to build the core competitive advantage of enterprise. However, the abnormal turnover of employee will not only waste the human capital investment of enterprise, but also make against the implementation of the enterprise strategy and the construction of the culture. Based on the Price-Mueller (2000) model, this article adopts the definitions of the control variable, the structured variable, and the environment variable about employee turnover tendency, and creatively introduces the “employee psychological empowerment” as the Moderating variable to design and survey the questionnaire, and uses SPSS to regress in a stepwise way. The test result of the structure model by the empirical research shows that the fair allocation, the promotion opportunity, the monotonous work, the social internal support, and the exterior work chance are main factors to influence the employee turnover tendency, and the employee psychological empowerment could adjust enterprise employees’ turnover tendency. Finally, this article suggests that enterprises should harmonize the relationship between the leader’s authorization behavior and the employee’s psychological empowerment to create healthy enterprise culture and promote effective talent encouragement.
The Quality Of Leader/Employee Relationship
F. J. Carstens,Neil Barnes
South African Journal of Human Resource Management , 2006, DOI: 10.4102/sajhrm.v4i2.92
Abstract: This study set out to investigate what role the quality of the relationship between business leaders and their employees played in the performance of their business. The study compared the business performance of forty-five area managers in one of the major listed banks in South Africa with their specific leader/employee relationship profiles. The research approach was quantitative and of a correlational nature. The results indicate that although certain elements within the relationship between business leaders and employees indeed have an influence on business performance this alone was not a sufficient condition. The study suggested that the dimensions relating to vision, trust, accountability and decision- making have the strongest influence on business performance. Further research in this area is suggested.
Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory
Sonet van Schalkwyk,Danie H. du Toit,Adriaan S. Bothma,Sebastiaan Rothmann
South African Journal of Human Resource Management , 2010, DOI: 10.4102/sajhrm.v8i1.234
Abstract: Orientation: Engaging individuals at work plays an important role in retaining them. Job security and leadership empowerment behaviour are antecedents of employee engagement. Research purpose: The objective of this study was to investigate the relationship between job insecurity, leadership empowerment behaviour (as perceived by the employees who report to leaders), employee engagement and intention to leave their jobs in a petrochemical laboratory. Motivation for the study: Knowledge of the effects of job insecurity and leadership on employee engagement and turnover intention will contribute to improved talent management. Research design, approach and method: A correlational design was used. A total of 169 employees in a petrochemical laboratory were studied. The measuring instruments included the Job Insecurity Index, the Leadership Empowerment Behaviour Questionnaire, and the Utrecht Work Engagement Scale. Two questions were used to measure intention to leave. Main findings: The results showed that job insecurity was not statistically significantly related to employee engagement and turnover intention. Leadership empowerment behaviour contributed statistically significantly to employee engagement and low turnover intention. Employee engagement partially mediated the relationship between leadership empowerment behaviour and turnover intention. Practical implications: Leaders should be developed to show empowerment behaviour, because it affects employee engagement, which in turn affects their turnover intention Contribution: This was the first study that demonstrated the effect of empowerment behaviour of leaders on the engagement and turnover intention of employees. How to cite this article: Van Schalkwyk, S., Du Toit, D.H., Bothma, A.S., & Rothmann, S. (2010). Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 8(1), Art. #234, 7 pages. DOI: 10.4102/sajhrm.v8i1.234
The Impact of Transformational Leadership and Empowerment on Employee Job Stress  [PDF]
Amarjit Gill
Business and Economics Journal , 2010,
Abstract: The purpose of this research is to examine the impact of transformational leadership (TL) and employee empowerment (EE) onemployee job stress (JS). This study also extends the findings of Gill et al. [1] related to the factors that mitigate job stress in theservice industry. A survey research (a non-experimental field study design) was utilized. The current study consists of a population ofIndian hospitality industry employees. A convenience sampling method was applied to select and recruit the research participants.Data were collected using questionnaires. The p < .05 significance level was used to accept or reject the null hypotheses. The resultssuggest that the improvement in the level of perceived TL used by managers and EE mitigate the job stress of customer contactservice employees (CCSEs) in the Indian hospitality industry. The results also show that TL and EE mitigate the job stress of CCSEs inthe Indian hotel industry.
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