Psychological Empowerment in the Workplace: Reviewing the Empowerment Effects on Critical Work Outcomes
AbstractThis paper reviews theory and empirical findings on the effects of empowerment in the workplace. Data from existing studies is used to assess the effects of the four empowerment dimensions on affective and behavioral employee responses. Data is reanalyzed using hierarchical regression analysis. Confirming growing skepticism among practitioners and academics, this study indicates that empowerment practices result in more satisfied and committed, but not necessarily better performing employees. Furthermore, it is shown that there is a differential impact of the distinct empowerment dimensions on employee performance levels. Theoretical and practical implications are discussed.
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Bibliographic InfoPaper provided by Ghent University, Faculty of Economics and Business Administration in its series Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium with number 03/210.
Length: 29 pages
Date of creation: Dec 2003
Date of revision:
Employee Empowerment; Employee Performance;
Other versions of this item:
- Koen Dewettinck & Jagdi Singh & Dirk Buyens, 2003. "Psychological empowerment in the workplace: reviewing the empowerment effects on critical work outcomes," Vlerick Leuven Gent Management School Working Paper Series 2003-29, Vlerick Leuven Gent Management School.
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Ashforth, Blake E., 1989. "The experience of powerlessness in organizations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(2), pages 207-242, April.
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