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Thematische Bibliographien / Employee empowerment

Auswahl der wissenschaftlichen Literatur zum Thema „Employee empowerment“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 4. März 2023

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Inhaltsverzeichnis

Zeitschriftenartikel
Dissertationen
Bücher
Buchteile
Konferenzberichte
Berichte der Organisationen

Zeitschriftenartikel zum Thema "Employee empowerment":

1

Pradhan, Preethi, T. J. Kamlanabhan, R. D. Thulasiraj und V. R. Muraleedharan. „Employee Empowerment“. Journal of Multidisciplinary Research in Healthcare 1, Nr. 1 (01.10.2014): 53–62. http://dx.doi.org/10.15415/jmrh.2014.11005.

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Nykodym, Nick, Jack L. Simonetti, Warren R. Nielsen und Barbara Welling. „Employee Empowerment“. Empowerment in Organizations 2, Nr. 3 (Dezember 1994): 45–55. http://dx.doi.org/10.1108/09684899410071699.

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3

Brymer, Robert A. „Employee Empowerment“. Cornell Hotel and Restaurant Administration Quarterly 32, Nr. 1 (Mai 1991): 58–68. http://dx.doi.org/10.1177/001088049103200116.

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4

Boudrias, Jean‐Sébastien, Patrick Gaudreau, André Savoie und Alexandre J. S. Morin. „Employee empowerment“. Leadership & Organization Development Journal 30, Nr. 7 (18.09.2009): 625–38. http://dx.doi.org/10.1108/01437730910991646.

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5

Ward, James A. „Implementing Employee Empowerment“. Information Systems Management 14, Nr. 1 (Januar 1997): 62–65. http://dx.doi.org/10.1080/10580539708907033.

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6

Sanchez, Lynda, und Laura Cralle. „Attaining Employee Empowerment“. Nurse Leader 10, Nr. 2 (April 2012): 38–40. http://dx.doi.org/10.1016/j.mnl.2011.12.010.

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Khokher, Nimra Ali, und Abdul Raziq Abdul Raziq. „The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan“. Lahore Journal of Business 5, Nr. 2 (01.03.2017): 81–99. http://dx.doi.org/10.35536/ljb.2017.v5.i2.a5.

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Employee empowerment plays a key role in the management of talented personnel: it enables an organization to use workers’ skills and abilities in a way that enhances the performance of both employer and employee. Based on a survey of 349 small and medium enterprises in Quetta, this study examines the impact of employee empowerment on employees’ subjective wellbeing, which is measured in terms of affective and cognitive components. Its results indicate that employee empowerment has a significant and positive impact on employees’ subjective wellbeing, implying that senior managers should prioritize this aspect of human resource management.

8

Weidenstedt, Linda. „Employee Empowerment and Paternalism: A Conceptual Analysis of Empowerment's Embeddedness in Communicative Contexts“. management revue 31, Nr. 4 (2020): 444–64. http://dx.doi.org/10.5771/0935-9915-2020-4-444.

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Empowerment as a management technique builds on the assumption that employees desire more power. Consequently, to a large extent, research on employee empowerment has focused on defining the type of power that should be contained in empowerment, identifying relevant mediating and moderating effects of and for empowerment as well as empowerment's boundary conditions such as individual and social attributes. However, less research has dealt with communicative and relational aspects and how these may impact the outcome of employee empowerment. This paper uses an interactional perspective to conceptually analyse communicative meanings entailed in employee empowerment. Building on sociological theories of communicative interaction, it is argued that focusing on leaders’ and members’ ascriptions of meanings to each other’s communicative messages reveals paternalistic power structures that are of relevance for the failure and success of empowerment. A communicative analysis of common structural and psychological empowerment efforts suggests that members’ sensemaking of their roles and situations, as defined by formal (written) and informal (psychological) contracts, may not necessarily be in line with the communicative meanings intended by leaders’ actions, and vice versa.

9

Merry, Liz Zeny, und Faroman Syarief. „THE EFFECT OF EMPOWERMENT, EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL COMMITMENT TOWARDS PERFORMANCE OF GOVERNMENTAL-EMPLOYEES OF FINANCIAL-MANAGEMENT“. IJHCM (International Journal of Human Capital Management) 1, Nr. 01 (30.07.2017): 152–63. http://dx.doi.org/10.21009/ijhcm.01.01.12.

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The objectives of this research is to study the influence of empowerment, employee engagement, and organizational commitment on performance of the financial management staffs at Riau Islands Provincial Government. Quantitative approach used in this research with survey method. The samples of this research were 230 staffs selected randomly. The data were obtained by distributing questionnaire and analyzed by using path analysis. The results of research shows that: (1) empowerment, employee engagement and organizational commitment had a positive direct effect on employee performance; (2) empowerment and employee engagement had a positive direct effect on organizational commitment; (3) empowerment have a positive direct effect on employee engagement. The research findings recommend to improve employee performance by improving empowerment, employee engagement and organizational commitment of the financial management staff at Riau Island Provincial GovernmentKeywords: empowerment, employee engagement, organizational commitment, and performanceRealizing

10

Merry, Liz Zeny, und Faroman Syarief. „THE EFFECT OF EMPOWERMENT, EMPLOYEE ENGAGEMENT AND ORGANIZATIONAL COMMITMENT TOWARDS PERFORMANCE OF GOVERNMENTAL-EMPLOYEES OF FINANCIAL-MANAGEMENT“. IJHCM (International Journal of Human Capital Management) 1, Nr. 01 (30.07.2017): 152–63. http://dx.doi.org/10.21009/ijhcm.011.012.

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The objectives of this research is to study the influence of empowerment, employee engagement, and organizational commitment on performance of the financial management staffs at Riau Islands Provincial Government. Quantitative approach used in this research with survey method. The samples of this research were 230 staffs selected randomly. The data were obtained by distributing questionnaire and analyzed by using path analysis. The results of research shows that: (1) empowerment, employee engagement and organizational commitment had a positive direct effect on employee performance; (2) empowerment and employee engagement had a positive direct effect on organizational commitment; (3) empowerment have a positive direct effect on employee engagement. The research findings recommend to improve employee performance by improving empowerment, employee engagement and organizational commitment of the financial management staff at Riau Island Provincial GovernmentKeywords: empowerment, employee engagement, organizational commitment, and performanceRealizing

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Dissertationen zum Thema "Employee empowerment":

1

Menon, Sanjay T. „Employee empowerment : definition, measurement and construct validation“. Thesis, McGill University, 1995. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=29088.

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The notion of improving employee productivity and satisfaction through increased work autonomy has led to a variety of managerial practices that seek to enhance employees' sense of control over their work and workplace. One such organizational intervention which has gained currency last decade is empowerment. This thesis is an attempt clearly explicate the precise nature of the empowerment construct through theoretical analysis and empirical investigation.
An analysis of the construct of power from a psychological perspective yielded three dimensions of power: power as perceived control, power as perceived competence and power as being energized toward valued goals. Based on this analysis and a review of existing literature on empowerment, the empowered state was defined as a cognitive state perceived control, perceived competence and goal internalization. Building on this definition, a number of antecedents and of empowerment were examined leading to theoretical propositions and testable hypotheses.
The empirical test of the proposed theoretical framework was carried out in two stages. Phase I was devoted to the development of a psychometrically sound measure of empowerment. Phase II was concerned with construct validation through the testing of hypotheses relating the empowerment construct to other established constructs.
The empirical results supported the view that empowerment is a construct conceptually distinct from other constructs such as delegation, self-efficacy and intrinsic task motivation. The proposed multi-dimensional nature of empowerment was also strongly supported. In addition, organizational and job level context factors as well as select managerial behaviors were identified as possibile antecedents of empowerment. Empowerment was also found to be significantly related to a number of outcome variables including job satisfaction, job involvement and organizational commitment. The thesis concludes with implications for managerial practices and suggestions for future research.

2

Hermawan, Aji. „Analysing variations in employee empowerment in Indonesia“. Thesis, University of Manchester, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488985.

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This thesis aims to provide an examination of theory and practice of empowerment in an Indonesian context. It develops a theoretical analysis of empowerment based on literature from several disciplines including organisational behaviour, human resource management, community psychology, and political science. It integrates perspectives by taking advantage of the diversity offered by these disciplines, while recognising the limitations of one discipline, in order to produce a richly contextualised understanding of empowerment. As a consequence, this study also combines their different methodologies. It consists of four cases of manufacturing plants in Indonesia. The empirical work involved a survey of employees, interviews with management and employees, and analysis of corporate documents.

3

Turner, Jon T. Jr. „Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment“. Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5306/.

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The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently than top management.

4

Gqamane, Zukiswa. „An investigation of the empowerment needs of councillors with reference to the King Sabata Dalindyebo local municipality, province of the Eastern Cape“. Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010168.

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The purpose of this study was to investigate the empowerment needs of councillors in a municipality. The main focus was to assess the successes or inadequacies of the empowerment programmes previously offered to councillors by the King Sabata Dalindyebo Local Municipality. In order to achieve the research objectives an in-depth literature study was undertaken. A survey was also conducted to examine the level of empowerment being offered by the King Sabata Dalindyebo Local Municipality to its councillors and the data was collected by means of self-administered questionnaires. The literature study proved the hypothesis to be correct, which stated that empowered councillors could enhance effective public participation, effective communication which could result in effective service delivery. The empirical study revealed that certain councillors require adequate training in areas such as communication skills, council’s rules of procedures and new developmental mandate assigned to local government. The empirical survey also revealed that there is limited mutual trust between councillors and the senior officials, immediate intervention is required to restore trust between councillors and officials. It has been recommended that King Sabata Dalindyebo Local Municipality should not only provide regular “in house” training, but also training conducted by outside agencies is required. In certain instances, one may find that municipalities may not have fully capacitated persons for “in house” training. Thus, outside agencies which possess the relevant expertise such as universities and SALGA should be encouraged to also facilitate capacity training for councillors.

5

Yacobucci, Peter. „Antecedents of employee extra work effort: The importance of employee empowerment and organizational commitment“. Diss., The University of Arizona, 2003. http://hdl.handle.net/10150/280336.

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This study uses a survey of a large sample of public and private sector employees in Tucson, Arizona, to reveal the determinants of employee extra work effort. Extra work effort is defined as those actions benefitting their employer performed by employees for which employees are not explicitly compensated. The current literature suggests employee empowerment through the variation of personnel systems to allow for greater employee responsibility and decision-making as a powerful determinant of employee extra work effort. The finding of this research suggests that while the implementation of these personnel systems may increase other positive occupational traits, such as job satisfaction and employee interest, no direct connection can be made between employee empowerment managerial systems and employee extra work effort. Instead, organizational commitment is a more robust determinant of employee extra work effort. Implications of these findings are suggested for the current literature and practical application.

6

Philamon, Jan Elizabeth, und n/a. „Influences on Employee Empowerment, Commitment and Well-Being in a Gambling Industry“. Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20041013.114742.

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To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.

7

Philamon, Jan Elizabeth. „Influences on Employee Empowerment, Commitment and Well-Being in a Gambling Industry“. Thesis, Griffith University, 2004. http://hdl.handle.net/10072/365192.

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To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
Full Text

8

Williamson, Kathleen M. „Home health care nurses' perceptions of empowerment“. Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 150 p, 2005. http://proquest.umi.com/pqdweb?did=954038861&sid=5&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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9

Lingenfelder, Delmarie. „Die ontwikkeling en empiriese evaluering van n verduidelikende strukturele sielkundige bemagtigingsmodel“. Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97282.

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Thesis (MBA)--Stellenbosch University, 2014
AFRIKAANSE OPSOMMING: Die navorsingstudie spruit voort uit ŉ dringende behoefte om die faktore te verstaan wat daartoe bydra dat sekere werknemers meer geneig is om te wil groei en wat organisasies gevolglik kan doen om werknemers te motiveer en meer te wil ontwikkel. Etlike faktore gee aanleiding tot ŉtekort aan lynbestuurders en die feit dat die begeerte om te groei ŉ skaars karaktereienskap by werknemers is. Sekere konstrukte is beheerbaar, terwyl ander nie beheerbaar is nie. Deur die beheerbare faktore te identifiseer, stel organisasies en bestuurders in staat om aksieplanne te implementeer om die impak van die konstrukte en die afwesigheid van sielkundige eienaarskap in die werksplek te verminder. Aksieplanne soos bevordering van sielkundige eienaarskap mag daartoe lei om die hoeveelheid lynbestuurders te vergroot. Dit sal bydra om tekorte uit te wis en uitdagende omstandighede die hoof te bied. Bewese navorsing oor die implementering van ŉ gestruktureerde werknemerbemagtigingsprogram kan bydra om hierdie uitdaging van die afwesigheid van sielkundige eienaarskap te oorkom. Die lynbestuurder en sy/haar bevoegdheid is ŉ sleutelrolspeler in sodanige program en die bestuur van werknemers. Hierdie studie het ten doel om ŉ bestaande sielkundige bemagtigingsmodel vir lynbestuurders te herevalueer en addisionele veranderlikes voor te stel wat organisasie-uitkomste soos werkstevredenheid, werknemerdoeltreffendheid, organisasie-verbondenheid en voorneme om te bedank beïnvloed. As lynbestuurders en organisasies verstaan watter lynbestuurbevoegdhede organisasie-uitkomste beïnvloed, asook die manier waarop hierdie bevoegdhede op sodanige uitkomste inwerk, kan hulle toegerus word om prosesse en programme te formuleer wat tot die behoud van ŉ vaardigheid in die organisasie kan bydra. Die studie en die operasionalisering van die sielkundige bemagtigingsbevoegdhede was onsuksesvol. Die gevolgtrekking word gemaak dat die voorgestelde model gereduseer moes word en talentbestuur se latente veranderlikes uit die model verwyder moes word. Modelpassing was swak met betrekking tot die gereduseerde model. Modelspesifieke wysigings wat aangebring is, was gebaseer op modifikasie-indeksvoorstelle wat uit die data afleibaar was. Met verwysing na die gewysigde model is goeie passing getoon en ondersteuning van alle fasette en bene gevind. Daar word aanbeveel dat navorsing oor kruisvalidasie met betrekking tot die gewysigde gereduseerde model gedoen word.

10

Black, Janice Adele. „The relationship of human resource development manager empowerment to organizational conditions“. Diss., This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-10022007-145213/.

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Bücher zum Thema "Employee empowerment":

1

Bloom, Daniel T. Employee Empowerment. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735.

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2

Klose, Allen J. Breaking the chains: The empowerment of employees : how to evaluate, monitor, and improve employee empowerment levels. Lincoln, NE: Continental Business Books, 1993.

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3

McClenaghan, Gary R. Employee empowerment-opportunities and problems. London, Canada: Western Business School, University of Western Ontario, 1992.

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4

Wilson, Terry. The empowerment manual. Aldershot, England: Gower, 1996.

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5

Long, L. Kristi. Empowering employees. Chicago: Irwin, 1996.

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6

Ron, Johnson. The art of empowerment: The profit and pain of employee involvement. London: Financial Times/Pitman Pub., 1998.

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7

Plunkett, Lorne C. Participative management: Implementing empowerment. New York: Wiley, 1991.

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8

Thompson, Colin J. M. Becoming the best: Empowering employees to deliver service excellence. Bedford: IFS International, 1994.

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9

Ortigas, Carmela D. Training for empowerment: Formulated for the Foundation for Educational Evolution and Development, FEED. Quezon City: Office of Research and Publications, School of Arts and Sciences, Ateneo de Manila University, 1993.

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10

Kinlaw, Dennis C. The practice of empowerment: Making the most of human competence. Aldershot, England: Gower, 1995.

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Mehr Quellen

Buchteile zum Thema "Employee empowerment":

1

Romero, Steven. „Employee Empowerment“. In Eliminating “Us and Them”, 185–87. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3645-0_18.

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2

Bloom, Daniel T. „Introduction“. In Employee Empowerment, 1–4. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-1.

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3

Bloom, Daniel T. „How Do We Define Empowerment?“ In Employee Empowerment, 5–14. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-2.

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4

Bloom, Daniel T. „The Role of DNA in Life“. In Employee Empowerment, 15–18. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-3.

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5

Bloom, Daniel T. „The Role of DNA in Business“. In Employee Empowerment, 19–30. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-4.

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6

Bloom, Daniel T. „The TLS Continuum Empowerment Model“. In Employee Empowerment, 31–40. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-5.

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7

Bloom, Daniel T. „The Empowered Manager“. In Employee Empowerment, 41–46. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-6.

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8

Bloom, Daniel T. „Empowerment through Cross-Functional Teams“. In Employee Empowerment, 47–66. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-7.

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9

Bloom, Daniel T. „Empowerment of Human Capital“. In Employee Empowerment, 67–80. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-8.

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10

Bloom, Daniel T. „Empowerment and Engagement“. In Employee Empowerment, 81–92. New York : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429400735-9.

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Konferenzberichte zum Thema "Employee empowerment":

1

Xiaojun, Fan. „Employee Empowerment in the Network Era“. In Proceedings of the 4th International Conference on Economics, Management, Law and Education (EMLE 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/emle-18.2018.89.

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2

Dunker, Jeffrey D. „Employee empowerment in the computer consultant field“. In the 22nd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/196355.196415.

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3

Agustina, G., S. E. Nurhayati, L. A. Wibowo, Nandang Djunaedi und Feby Febrian. „Effect of Employee Empowerment on Lecturer Performance“. In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.036.

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4

Pitoyo, Djoko. „Employee Empowerment at PT PLN UIP JBB“. In Proceedings of the International Conference on Trade 2019 (ICOT 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icot-19.2019.24.

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5

Wulandari, Nurlaily, Alvin Arifin, Masfufatul Khoiriyah, R. A. Istiqomah Pujiningtiyas und Moh Arifin. „Effect of Empowerment and Compensation on Employee Loyalty“. In International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0010330902590263.

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6

Gürbüz, Gözde, İlknur Kumkale und Adil Oğuzhan. „TheEffects of Empowerment Applications on Organizational Loyality in the Banking Sector: A Study of Trakya Region“. In International Conference on Eurasian Economies. Eurasian Economists Association, 2013. http://dx.doi.org/10.36880/c04.00767.

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Annotation:

It is necessary that several applications should be done by the firms to adaptation to the changing market conditions and taking advantage of loyality. The first-major one of these applications is “empowerment” which is a modern management application. Efforts and labor of employees, who are so important for the firms’ developing and growing process, make valuable the firms. As businesses are aware of this, give power, responsibility, authority, and confidence to the employees; and thus they will be empowered. When the employees feel that they are empowered, their loyality will increase to the employer. This is important for the firms in today's hard conditions. In this study, it was investigated how was applied empowerment in the banking sector that there is intensive competition and how the empowerment effect the loyality level on the organization. The study is done via first data acquired from questionnary which were applied to 382 employees in 20 banks in Edirne, Tekirdağ and Kırklareli city-centers, and seconder data is from the literrature. The reliability test, demographical dispersion of employees, interpretation of employee empowerment and organizational commitment’s surveys, factor analiysis, variation tests (Kolmogrov-Smirnov Z, Mann-Whitney U, Kruskal-Wallis), regression and correlation analysis was made by SPSS. As a result of the study, it is concluded that, the empowerment applications in the banking sector, increased the loyality of the employee to the organizations.

7

Krenn, Florian, und Matthias Neubauer. „Subject-Oriented Employee Involvement and Empowerment in Organizational Innovation“. In the 2014 European Conference. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2637248.2637269.

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8

Pitoyo, Djoko. „Organizational Culture and Employee Empowerment at National Strategic Manufacturing Companies“. In 2nd Workshop on Language, Literature and Society for Education. EAI, 2019. http://dx.doi.org/10.4108/eai.21-12-2018.2282685.

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9

Jais, Juraifa. „Employee Empowerment And Organizational Commitment In Yemen Islamic Banking Sector“. In IEBMC 2017 – 8th International Economics and Business Management Conference. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.07.02.35.

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10

Diah, Yuliansyah M., und Afriyadi Cahyadi. „Improving Organizational Performance Through Job Satisfaction Based on Employee Empowerment“. In 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200520.025.

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Berichte der Organisationen zum Thema "Employee empowerment":

1

Ford, Deborah. An Evaluation of Moderating Influences of Employee Proactive Personality: Empowerment and Political Skill. Portland State University Library, Januar 2000. http://dx.doi.org/10.15760/etd.515.

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