Статті в журналах: "Employee empowerment"

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Pradhan, Preethi, T. J. Kamlanabhan, R. D. Thulasiraj, and V. R. Muraleedharan. "Employee Empowerment." Journal of Multidisciplinary Research in Healthcare 1, no. 1 (October 1, 2014): 53–62. http://dx.doi.org/10.15415/jmrh.2014.11005.

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Nykodym, Nick, Jack L. Simonetti, Warren R. Nielsen, and Barbara Welling. "Employee Empowerment." Empowerment in Organizations 2, no. 3 (December 1994): 45–55. http://dx.doi.org/10.1108/09684899410071699.

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Brymer, Robert A. "Employee Empowerment." Cornell Hotel and Restaurant Administration Quarterly 32, no. 1 (May 1991): 58–68. http://dx.doi.org/10.1177/001088049103200116.

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Boudrias, Jean‐Sébastien, Patrick Gaudreau, André Savoie, and Alexandre J. S. Morin. "Employee empowerment." Leadership & Organization Development Journal 30, no. 7 (September 18, 2009): 625–38. http://dx.doi.org/10.1108/01437730910991646.

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Siswanto, Siswanto, Fatchan Maulana Febriansyah, and A. Muhtadi Ridwan. "Does Employee Empowerment as a Mediating Variable the Linking of Transformational Leadership on Employee Performance?" Jurnal Manajemen Indonesia 23, no. 1 (April 28, 2023): 61. http://dx.doi.org/10.25124/jmi.v23i1.4560.

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This study aims to investigate whether employee empowerment (EE) as a mediator variable of the mechanistic pathway of transformational leadership (TL) influences employee performance (EP). A quantitative method was employed. The samples were 109 employees of regional companies in Magetan City, East Java and were collected from questionnaires. SEM-PLS was employed for data analysed. The results showed that transformational leadership directly affects employee performance. Work motivation has a role as a mediator variable from transformational leadership mechanisms to employee performance. Meanwhile, employee empowerment does not have a role as a mediator variable in the path of transformational leadership mechanisms on employee performance. The mediating role of employee empowerment in the mechanistic pathway is still contradictory. Therefore, the investigation of employee empowerment as a mediator variable in the mechanism is still recommended for future research. Keywords— Employee Empowerment; Employee Performance; Transformational Leadership; Work Motivation

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Ward, James A. "Implementing Employee Empowerment." Information Systems Management 14, no. 1 (January 1997): 62–65. http://dx.doi.org/10.1080/10580539708907033.

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Sanchez, Lynda, and Laura Cralle. "Attaining Employee Empowerment." Nurse Leader 10, no. 2 (April 2012): 38–40. http://dx.doi.org/10.1016/j.mnl.2011.12.010.

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Khokher, Nimra Ali, and Abdul Raziq Abdul Raziq. "The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan." Lahore Journal of Business 5, no. 2 (March 1, 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.

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Weidenstedt, Linda. "Employee Empowerment and Paternalism: A Conceptual Analysis of Empowerment's Embeddedness in Communicative Contexts." management revue 31, no. 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.

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Merry, Liz Zeny, and 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, no. 01 (July 30, 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

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Merry, Liz Zeny, and 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, no. 01 (July 30, 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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Er, Fatma, and Serap Altuntas. "Employee Empowerment in Nursing." Sağlık ve Hemşirelik Yönetimi Dergisi 1, no. 3 (March 30, 2015): 155–60. http://dx.doi.org/10.5222/shyd.2014.155.

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Greasley, Kay, Alan Bryman, Andrew Dainty, Andrew Price, Robby Soetanto, and Nicola King. "Employee perceptions of empowerment." Employee Relations 27, no. 4 (August 2005): 354–68. http://dx.doi.org/10.1108/01425450510605697.

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Potnuru, Rama Krishna Gupta, Chandan Kumar Sahoo, and Rohini Sharma. "Team building, employee empowerment and employee competencies." European Journal of Training and Development 43, no. 1/2 (February 18, 2019): 39–60. http://dx.doi.org/10.1108/ejtd-08-2018-0086.

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PurposeThe purpose of this paper is to examine the impact of team building and employee empowerment on employee competencies and examine the moderating role of organizational learning culture in between these relationships.Design/methodology/approachAn integrated research model is developed by combining resource-based view, signalling theory and experiential learning theory. The validity of the model is tested by applying moderated structural equation modelling (MSEM) approach to the data collected from 653 employees working in cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis and the related hypotheses are tested by using MSEM.FindingsThe findings suggest that organizational learning culture significantly strengthens the relationships of team building and employee empowerment on employee competencies.Research limitations/implicationsThe research is undertaken in Indian cement manufacturing companies which cannot be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective human resource development interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization.Originality/valueThe research is unique in its attempt to combine three frameworks to build a new theoretical model explaining the importance organizational learning culture along with team building and employee empowerment.

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Saleem, Muhammad Abid, Zahra Masood Bhutta, Muhammad Nauman, and Sadaf Zahra. "Enhancing performance and commitment through leadership and empowerment." International Journal of Bank Marketing 37, no. 1 (February 4, 2019): 303–22. http://dx.doi.org/10.1108/ijbm-02-2018-0037.

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PurposeThe purpose of this paper is to explore the impact of transformational leadership and employee empowerment on employee performance and organizational commitment through the mediational role of behavioral integrity (BI).Design/methodology/approachData were collected through a self-administered questionnaire based on measurement of variables adopted from earlier studies. A total of 532 usable responses were collected through officer grade and executive level employees of selected banks from the Multan district, Pakistan. Confirmatory factor analysis was run using AMOS 23.0 whereas PROCESS macro in SPSS 23.0 was used for path analysis.FindingsThe study results revealed that transformational leadership and employee empowerment positively affect employee performance and organizational commitment through the mediational effect of BI.Originality/valueThe role of BI in enhancing employees’ performance and organizational commitment has been overlooked in the extant literature. Especially, in the emerging economies, where there is growing employer–employee trust deficit, this investigation brings in useful contribution.

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Emam, Ali Salman, Juraifa Bte Jais, and Mosab I. Tabash. "The role of tribalism as mediator between employee empowerment and organizational commitment in Yemeni Islamic banking sector." Management & Marketing. Challenges for the Knowledge Society 14, no. 1 (March 1, 2019): 130–49. http://dx.doi.org/10.2478/mmcks-2019-0009.

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Abstract This study examined the influence of employee empowerment on organizational commitment, and the level to which Tribalism plays a role in the relationship between the former two variables in the context of Islamic banks in Yemen. Indeed, the rationale for introducing employee empowerment is to increase levels of employee’s commitment to ensue positive outcomes. The interrelationships between the variables were analyzed to develop a strategy for increased organizational commitment in the Yemeni Islamic banking sector. This study used a social exchange theory to illustrate the study framework to link the relations between employee empowerment, organizational commitment, and Tribalism. This study relied on quantitative approaches. The study sample comprised of Yemeni Islamic banks’ employees. 450 questionnaires were distributed to employees, out of which, 292 were retrieved and deemed usable for analysis, constituting a 65% rate of response. The partial least squares structural equation modelling (PLS-SEM) was employed to analyze data and test the proposed hypotheses. The results indicated that there is a significant relationship between empowerment of the employees and their organizational commitment in Islamic banks in Yemen. More importantly, this study revealed that Tribalism is a significant mediator on the relationship between employee empowerment, and organizational commitment.

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Kosar, Rizwana, and Sayyed M. Mehdi Raza Naqvi. "Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 1, no. 6 (2015): 24–30. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.16.3004.

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The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.

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Odinga, Bellis, Kilungu Matata, and Damaris Monari. "Influence of Employee Empowerment on Job Satisfaction of Commercial State Corporations in Kenya." Journal of Human Resource &Leadership 7, no. 1 (March 31, 2023): 79–97. http://dx.doi.org/10.53819/81018102t6052.

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The general objective of this study was to establish the influence of employee empowerment on job satisfaction in commercial state corporations within Kenya. The majority of Kenyan employees are absorbed by the public sector, and the Kenyan workforce is also increasingly seeking opportunities to work in the public sector. Due to this trend, it is of the essence to explore the degree to which employees' empowerment is influencing employee job satisfaction. The study's general objective was to establish the effects of employee empowerment on job satisfaction of commercial state corporations within Kenya. Specifically, the study sought to assess the influence of job design; to establish the influence of transformational leadership; to establish the influence of employee involvement and to establish the influence of knowledge-sharing practices on employee job satisfaction of commercial state corporations within Kenya. The Herzberg’s Two-Factor Theory, Structural Empowerment Theory, and Social Exchange Theory guided the study. The study employed the descriptive research design in collecting data from the field. The target population of this study consisted of 55 commercial state corporations within Kenya. The sample size was 48 commercial state corporations. The main research instrument for data collection was a questionnaire. The applicability of the questionnaire to the proposed study was ascertained through a pilot study including 10 respondents from the study’s target population. A frequency analysis of this dataset revealed an 83.33% response rate, which is satisfactory. Conversely, the multiple regression analysis revealed a strong positive linkage between employee job satisfaction and employee empowerment. Importantly, only job design was found to have a significant influence on employee job satisfaction of Commercial State Corporations within Kenya. Its null hypothesis was rejected at a 0.95 confidence level (α<0.05). Besides the degree of influence that the sub-variables of employee empowerment had on employee job satisfaction varied. Job design had the highest level of influence (β =0.909), followed by Knowledge-sharing practices (β =0.385), Transformational leadership (β =0.149), and lastly, employee involvement (β =0.008). The study thus concluded that employee empowerment had a significant relationship with employee job satisfaction in commercial state corporations within Kenya. In particular, the study revealed that job design was the most dominant employee empowerment tool at commercial state corporations within Kenya. The study recommends that these organizations ought to increasingly consider employee empowerment policies that aim to boost knowledge-sharing practices, transformational leadership and employee involvement. Keywords: Employee Empowerment, Employee Involvement, Job design, Employee Job Satisfaction, Knowledge Sharing Practices, Organizational Commitment, Organizational Performance, Transformational leadership.

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Badjie, Gibriel, Armanu Thoyib, Djumilah Hadiwidjojo, and Ainur Rofiq. "INTRODUCING NEW EMPLOYEE EMPOWERMENT APPROACH: A SYSTEMATIC LITERATURE REVIEW." Humanities & Social Sciences Reviews 7, no. 5 (October 22, 2019): 696–706. http://dx.doi.org/10.18510/hssr.2019.7585.

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Purpose of the study: The aim of the paper is to introduce newly developed constructs of employee empowerment as alternatives to the existing measures serving both the organization and employees. Centered on employees as the focus of the argument regarding how genuinely employee empowerment is realistically practiced in organizations today. Methodology: The study applied systematic literature review (SLR) or systematic research synthesis (SRS) as the method to gather, analyze and respond to the research query. The study method embraces the definition of SLR by Rousseau et al., (2008). The conditions for the literature search electronically were done through multiple journal sites. The gathered academic published materials were dated between 1954-2017. Main Findings: The findings revealed that there is a misconception surrounding the true picture of employee empowerment in organizations. Different organizations have different interpretations of employee empowerment as deem fitting to serve their needs. Most findings propagate employee empowerment on the conditions of internal factors of the organization. Applications of this study: This new approach to employee empowerment will give employees a new lease of life that extends beyond the immediate influence of the organization. It incorporates external factors as both define and shape the attitude and behaviors of employees. Both micro and macro factors relating to work roles and non-work roles of employees matter in empowerment. Novelty/Originality of this study: This study takes a holistic approach to employee empowerment by taking both inside-out and outside-in approach to factors that have strong influence on the attitude and behavior of employees thus relates to performance. It introduces new measures for employee empowerment.

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Rahmatika, Arivatu Ni'mati, Samsul Ma'arif, and Siti Kholifah. "The Effect of Spiritual Leadership and Psychological Empowerment on Employee Performance." Nidhomul Haq : Jurnal Manajemen Pendidikan Islam 7, no. 3 (November 11, 2022): 420–33. http://dx.doi.org/10.31538/ndh.v7i3.2678.

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This article aimed to examine and analyze the effect of Spiritual Leadership and Psychological Empowerment on Employee Performance. Respondents were leaders or employees at YPPBU (Bahrul Ulum Islamic Boarding School Foundation) Jombang, totalling 64 respondents. Data were analyzed using Partial Least Square (PLS) with SmartPLS software version 3.0 and the relationship between variables. The results showed that Spiritual Leadership had no significant effect on Employee Performance (T Statistics: 0.925, P Values: 0.355). Psychological Empowerment has a considerable impact on Employee Performance (T statistic: 7,790, P Values: 0.000). Spiritual Leadership has a significant effect on Psychological Empowerment (T Statistics: 6,531, P Values: 0.000). Furthermore, Spiritual Leadership and Psychological Empowerment have no specific considerable impact on Employee Performance (T Statistics: 3,966, P Values: 0.000). Psychological Empowerment has a mediating role on Spiritual Leadership to Employee performance. The Spiritual Leadership and Psychological Empowerment felt by YPPBU's Leaders or Employees are directly proportional to the resulting performance. Changes in Spiritual Leadership and Psychological Empowerment will also affect Employee Performance.

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Pragiwani, Meita, Mohammad Benny Alexandri, and Chandra P. "ANALISIS EMPLOYEE EMPOWERMENT DAN KNOWLEDGE MANAGEMENT PADA PENINGKATAN KINERJA KARYAWAN DI SEKTOR PARIWISATA." AdBispreneur 3, no. 1 (August 11, 2018): 73. http://dx.doi.org/10.24198/adbispreneur.v3i1.18176.

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ABSTRACT Employee empowerment can spur to increase creativity, motivation, and innovative power of employees in carrying out their duties and responsibilities. Applicability of Employee Empowerment program or employee empowerment will improve employee performance, so that company's goal will be achieved well, fast and flexible. Based on the background of the problems described earlier, it can be identified the problem (a) Employee Empowerment gives influence to the performance of hotel employees (b) Management Knowledge gives influence to the performance of hotel employees. Hypothesis testing results that prove that the Employee Empowerment in the hotel to provide support to the performance of its employees. Another result is that the Management Knowledge that is in the hotel does not give influence to employee performance. Keyword : Employee Empowerment, Management Knowledge, Employee PerformanceABSTRAKPemberdayaan karyawan dapat memacu untuk meningkatkan kreativitas, motivasi, dan kekuatan inovatif karyawan dalam melaksanakan tugas dan tanggung jawabnya. Penerapan program Pemberdayaan Pegawai atau pemberdayaan karyawan akan meningkatkan kinerja karyawan, sehingga tujuan perusahaan akan tercapai dengan baik, cepat dan fleksibel. Berdasarkan latar belakang masalah yang dijelaskan sebelumnya, dapat diidentifikasi masalah (a) Pemberdayaan Karyawan memberikan pengaruh terhadap kinerja karyawan hotel (b) Manajemen Pengetahuan memberikan pengaruh terhadap kinerja karyawan hotel. Hasil pengujian hipotesis yang membuktikan bahwa Pemberdayaan Karyawan di hotel memberikan dukungan terhadap kinerja karyawannya. Hasil lain adalah bahwa Manajemen Pengetahuan yang ada di hotel tidak memberikan pengaruh terhadap kinerja karyawan. Kata Kunci : Employee Empowerment, Management Knowledge, Kinerja Karyawan

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Amri, Ulil, Azhari Azhari, and Musrizal Musrizal. "RISET MIKRO KINERJA PEGAWAI DPMG KABUPATEN PIDIE JAYA: DARI KAJIAN KEPEMIMPINAN, PEMBERDAYAAN PEGAWAI DAN MOTIVASI KERJA." IndOmera 5, no. 9 (April 2, 2024): 11–21. http://dx.doi.org/10.55178/idm.v5i9.332.

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This research was conducted on a micro scale to study the performance of employees of the Community and Gampong Empowerment Service (DPMG) in Pidie Jaya Regency. The things studied are based on leadership factors, employee empowerment and work motivation. The form of survey research uses a questionnaire with the subject respondents being 42 employees in the office. Meanwhile, hypothesis testing and research analysis use the path analysis model. The research results found: (a) The contribution of leadership factors, employee empowerment and work motivation in efforts to maintain employee performance is quite large, namely 32.92%. (B). Causality analysis proves that there is a significant relationship between leadership and employee empowerment (R=0.331), between employee empowerment and work motivation (R= 0.419) and there is a causal relationship between motivation and leadership (R= 0.441). (c) Leadership aspects have a direct and indirect influence on employee performance by 45.27%. The employee empowerment aspect has an influence on employee performance by 39.59% and the contribution of work motivation to employee performance is 32.92%.

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Liu, Xiaoli, and Xiaopeng Ren. "Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance." International Journal of Environmental Research and Public Health 19, no. 11 (May 31, 2022): 6712. http://dx.doi.org/10.3390/ijerph19116712.

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High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

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Iis, Em Yusuf, Wahyuddin, and Armanu Thoyib. "The Effect of Empowerment, Work Environment, and Career Development on Employees Performance with Work Motivation as The Intervening Variable in The Government of Aceh - Indonesia." Quantitative Economics and Management Studies 2, no. 6 (March 10, 2021): 376–86. http://dx.doi.org/10.35877/454ri.qems383.

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This study aimed to examine the effect of employee empowerment, work environment, and career development on the performance of Aceh Government employees. Data were obtained by distributing questionnaires to 150 employees. Data analysis method was Structural Equation Modeling (SEM). The results showed that employee empowerment, work environment, and employee career development affected work motivation and employee performance significantly. In addition, employee empowerment and work motivation have a direct and significant influence on employee performance, and career development and work environment also have a direct effect on performance. Work motivation partially mediates the influence of employee empowerment, work environment, career development on performance. The Government of Aceh is expected to improve career development in order to create a conducive work environment to improve the performance of Aceh Government employees.

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Tasya Ayu Wirandini, Ilham Mubaraq, and Muller Tamba. "KEPEMIMPINAN TRANSFORMASIONAL TERHADAP EMPLOYEE PERFORMANCE SEBAGAI VARIABEL INTERVENING PADA PT. BANK MANDIRI (PERSERO) TBK." Jurnal Akutansi Manajemen Ekonomi Kewirausahaan (JAMEK) 2, no. 3 (September 16, 2022): 153–66. http://dx.doi.org/10.47065/jamek.v2i3.312.

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This study aims to determine transformational leadership on employee performance through employee empowerment and employee engagement as interverning variables at PT. Bank Mandiri Medan City. The total population in this study was visiting 120 people, by using a saturated sample, the total sample of the number of employees of PT. Bank Mandiri Medan City. The analytical technique used is path analysis. While the type of research used in this study is a quantitative approach, the method used in this research is statistics with data collection techniques through questionnaires to all employees of PT. Bank Mandiri Medan City. The results showed that Transformational Leadership had a positive and significant effect on Employee Empowerment. Transformational Leadership has a positive and significant effect on Employee Engagement. Transformational Leadership has a positive and significant effect on Employee Performance. Employee Empowerment has a positive and significant effect on Employee Engagement. Employee Engagement has a positive and significant effect on Employee Empowerment at. Meanwhile, they jointly state that Transformational Leadership, Employee Empowerment, and Employee Engagement have a significant influence on Employee Performance

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Khaliq, Abdul. "RELATIONSHIP OF EMPLOYEE TRAINING, EMPLOYEE EMPOWERMENT, TEAM WORK WITH JOB SATISFACTION." Journal of Arts & Social Sciences 7, no. 2 (December 31, 2020): 185–98. http://dx.doi.org/10.46662/jass-vol7-iss2-2020(185-198).

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Анотація:

Current research is designed to check the impact of employee training, employee empowerment, team work on job satisfaction. Employee training, employee empowerment, team work are independent variables and job satisfaction is dependent variable. Overall, 160 employees of banks employees who are working at managerial level are selected randomly. Results indicates that employee training, employee empowerment, team work has significant positive impact on job satisfaction. It is also seen that teamwork is emerging as strong predictor of job satisfaction the employee empowerment is second good predictor of job satisfaction. In future researches, this kind of researches will be also conducted in other kind of industries like hotel industry, telecom sector and education sector. In future researches some other potential predictors of job satisfaction like employee compensation, employee appraisal will also include. It is also better to include some better outcomes like employee loyalty and employee productivity for generalization.

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Kosar, Rizwana. "The Impact of Psychological Empowerment on Organizational Citizenship Behavior and Knowledge Sharing Behavior: The Mediating role of Employee Engagement and Moderating role of Leader-member exchange." Jinnah Business Review 5, no. 2 (July 1, 2017): 1–12. http://dx.doi.org/10.53369/tnyv1870.

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Анотація:

The aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of an employee (organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected by self- administered questionnaire and then analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has positive relationship with the employee engagement for employees low in leader-member exchange than for employees high in leader-member exchange. The implications of these findings are discussed.

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Drūteikienė, Greta, Julija Savicke, and Daiva Skarupskienė. "The impact of employer brand on the relationship between psychological empowerment and employee engagement." Problems and Perspectives in Management 21, no. 1 (February 9, 2023): 193–203. http://dx.doi.org/10.21511/ppm.21(1).2023.17.

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In recent years, employer brand has been widely addressed as a crucial factor in attracting and retaining the best employees. Research on its impact on organizations can provide a better understanding of the benefits of employer branding in unlocking the potential of employees. Thus, this paper aims to evaluate the impact of employer brand on the relationship between psychological empowerment and employee engagement in Lithuanian companies. The study surveyed 429 employees (from &lt; 18 years to &gt; 65 years) of Lithuanian companies. The data were collected via an online survey of the respondents and by sending e-mails to the administrators of randomly selected Lithuanian companies requesting to share the survey link with their employees. Descriptive statistics, reliability assessment, ANOVA tests, multiple linear regression, and moderation analysis were used to analyze the collected data. The study found that employer brand directly impacts employee engagement (β = 0.114, p = 0.004). However, employer brand does not have a statistically significant effect on the relationship between psychological empowerment and employee engagement (p = 0.2224). Based on the results, employees working in Lithuanian companies are more engaged when they perceive their employer brand as positive. In contrast, when psychologically empowered, employees engage in work regardless of their perception of the employer brand.

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Al-Sabi, Samer M., Mukhles M. Al-Ababneh, Mousa A. Masadeh, and Ibrahim A. Elshaer. "Enhancing Innovation Performance in the Hotel Industry: The Role of Employee Empowerment and Quality Management Practices." Administrative Sciences 13, no. 3 (February 23, 2023): 66. http://dx.doi.org/10.3390/admsci13030066.

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This research investigates employee empowerment’s role in the relationship between quality management practices (QMPs) and innovation performance at five-star hotels in Jordan. A total of 400 workers who work in five-star hotels in Jordan were given a questionnaire with 29 questions that measured QMPs, employee empowerment, and innovation performance. The obtained data were analyzed by PLS-SEM. The results show that quality policy (QP) has an insignificant influence on employee empowerment and innovation performance, while quality commitment (QC) and quality education and training (QET) have a positive and significant influence on employee empowerment and innovation performance. The results also reveal that employee empowerment has a positive influence on innovation performance. Finally, employee empowerment as a mediator variable was not working on the relationship between QP and innovation performance but showed a significant role as a partial mediator between QC and innovation performance as well as QET and innovation performance. Discussion, theoretical and managerial implications for future research, and limitations are presented.

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Paradisani, Putu Tera, and Made Surya Putra. "PERAN PEMBERDAYAAN KARYAWAN DALAM MEMEDIASI HUBUNGAN ANTARA GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP KEPUASAN KERJA KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 9 (September 3, 2019): 5549. http://dx.doi.org/10.24843/ejmunud.2019.v08.i09.p10.

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The purpose of this study is to examine the effect of transformational leadership style on employee job satisfaction through employee empowerment as a mediating variable. The number of samples taken were 52 employees of DevinSky Hotel Seminyak who had worked for at least 3 years. The sampling technique used in this study is a saturated sampling technique. Data was collected through questionnaires. The analysis technique used is Partial Least Square (PLS). On the results of the analysis it was found that the transformational leadership style variable had a significant positive effect on employee satisfaction at DevinSky Hotel Seminyak, the transformational leadership style variable had a significant positive effect on employee empowerment, the employee empowerment variable had a significant positive effect on employee job satisfaction, employee empowerment mediated the effect of transformational leadership style to the job satisfaction of DevinSky Hotel Seminyak employees. Keywords: transformational leadership style, employee empowerment, job satisfaction.

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Wati, Yulia Rahma, and Ery Baskoro. "Pengaruh Pelatihan Kerja, Pemberdayaan Karyawan dan Lingkungan Kerja terhadap Kinerja Karyawan." Jurnal Manajemen DIVERSIFIKASI 1, no. 2 (March 30, 2021): 198–211. http://dx.doi.org/10.24127/diversifikasi.v1i2.563.

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This study aims to see the effect of job training, employee empowerment and work environment on employee performance at the Federal International Finance (FIF) Kotabumi.This research was conducted on FIF Kotabumi employees in 2020. By distributing questionnaires in the form of questions about job training, employee empowerment, work environment and employee performance. Then processed with SPSS version 16 with the classical assumption test approach with the methods of normality, linearity, homogeneity.This research uses quantitative methods with multiple linear regression analysis tools, partial test, F test, determination to determine the effect of job training, employee empowerment and work environment on FIF employee performance.The results showed that simultaneously job training, employee empowerment and work environment on employee performance. Research partially shows that job training has no positive and significant effect, while employee empowerment and work environment have a positive and significant effect on employee performance. Keywords: Job Training, Employee Empowerment, Work Environment,EmployeePerformance

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Echebiri, Chukwuemeka, Stein Amundsen, and Marit Engen. "Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment." Administrative Sciences 10, no. 3 (July 13, 2020): 42. http://dx.doi.org/10.3390/admsci10030042.

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This paper aims to link structural empowerment to employee-driven innovation (EDI) with psychological empowerment as a mediation mechanism. Recently, there has been an increase in interest in utilizing all sources of knowledge in an organization to stimulate innovation among all employees. A clear understanding of some of the mechanisms used to achieve this is needed. The paper applies a quantitative approach based on two studies. Study 1 involved a total of 228 employees in a public sector organization, while study 2 involved 60 employees from a private sector organization. We employed structural equation modeling to test the hypothesized relationships among the variables. It was determined that both structural empowerment and psychological empowerment have a direct positive association with EDI. Second, the relationship between structural empowerment and EDI was partially mediated by psychological empowerment. EDI can only happen in an organization if employers and managers empower the ordinary employees to not only generate creative ideas but also to participate in its development and implementation.

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Utomo, Agus, Yosephine Angelina Yulia, and Yenni Khristiana. "Empowerment of employees in creative economic business: Case study of the developing economy." Journal of Governance and Regulation 10, no. 3 (2021): 93–103. http://dx.doi.org/10.22495/jgrv10i3art8.

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Companies engaged in the creative industry right now are implementing employee empowerment as one step in the organization to participate more effectively and make things work well (Siachou & Gkorezis, 2018). Empowerment teaches how employees make decisions and accept responsibility for the results of what they do. Related to the issue of development and creative economic growth, what are the organization’s efforts towards employees in creative industry companies through empowerment employee (McRobbie, 2016)? This study aims to determine employees’ perceptions of employee empowerment and the impact of empowerment on creative business. This research is qualitative research with a case study approach. The subject of the research is 18 employees at the company Janur Biru, Surakarta. Data collection was done through interviews, observations, and review of documents. Long-time observation and research take about 6 months. Research data are analyzed by classifying data based on various data available, then connecting with data and information obtained from literature, documents, surveys, interviews, and field observation. Based on the results of research conducted at Janur Biru about employee empowerment, it can be concluded, that overall empowerment for employees is good. The most dominant employee empowerment is accountability. The dimensions of desire are generally good. However, the lack of creative encouragement for employees to think about work strategies is because work strategies are still being made by leaders

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Alahbabi, Mohammed Saeed, and Hassan Saleh Al-Dhaafri. "The Mechanism of Employee Empowerment in Enhancing Service Innovation." International Business Research 15, no. 5 (April 7, 2022): 1. http://dx.doi.org/10.5539/ibr.v15n5p1.

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The paper explores the value of employee empowerment as a technique for enhancing service innovation. The goal of this research is to examine some of the most notable studies on empowerment and its impact on service innovation. As part of soft TQM, empowerment has become one of the most widely employed competitive techniques in the internal environment of organizations to improve performance through enhancing service innovation. The primary purpose of empowerment is to provide employees a sense of involvement in decision-making inside organizations to help them achieve their objectives. In the literature, some investigations explored the correlation between employee empowerment and service innovation. Hence, the purpose of this article is to review previously published studies in the literature to pave the way for future empirical studies in various settings.

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Liu, Xuemei, Zhiwei Zhu, Zheng Liu, and Chunyan Fu. "The influence of leader empowerment behaviour on employee creativity." Management Decision 58, no. 12 (July 9, 2020): 2681–703. http://dx.doi.org/10.1108/md-02-2019-0281.

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PurposeThis study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.Design/methodology/approachA two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.FindingsFirstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.Research limitations/implicationsWe used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.Originality/valueThis paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.

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Hapsari, Safira Arsyadin. "Pengaruh Employee Empowerment Terhadap Employee’s Performance Bisnis Fashion Syariah." Jurnal Ilmiah Ekonomi Islam 9, no. 3 (November 21, 2023): 3937. http://dx.doi.org/10.29040/jiei.v9i3.10014.

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There are many rivals in the sharia fashion business, because of the rise of this sharia fashion business, many people are involved and competing in sharia fashion which is a challenge for those who have this business. With this employee empowerment, it will affect employee performance, because with employees who carry out their jobs correctly can grow employee performance to motivate employees to give their best in carrying out their goals and business. If employees are motivated to provide the best for their business, then employees will be much more familiar with the business and the goals of the organization or business which is also called organizational commitment. A business will also experience inequality, so there needs to be a quality of performance appraisal system which will discuss the evaluation of employee's performance and a business and aims to stay in the business goals. If the Islamic fashion business runs this in its business, then the business will continue to run even the latest innovations

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Sharma, Naman, and Vinod Kumar Singh. "Psychological Empowerment and Employee Engagement." International Journal of Human Capital and Information Technology Professionals 9, no. 4 (October 2018): 44–55. http://dx.doi.org/10.4018/ijhcitp.2018100103.

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There is an increasing interest in investigating antecedents of employee engagement at workplace. The present article examines the role of psychological empowerment as an antecedent of employee engagement in organizations and simultaneously explored the mediating role of constructive deviance. Data was collected from 233 Indian IT sector employees. A mediation effect was documented through multiple regression analysis suggested by Barron and Kenny. Findings suggest that both psychological empowerment and constructive deviance positively affect employee engagement while constructive deviance acts as significant mediator between them. Theoretical and practical implications of the findings are discussed.

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B. Anupama, Sushma Premkalal, and Sampath Kumar. "Employee Engagement Through Employee Empowerment with Special Reference to Employee Working in Manufacturiing Industry Situated at North Karnataka Region." MET Management Review 10, no. 02 (2023): 57–67. http://dx.doi.org/10.34047/mmr.2020.10208.

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Every organization should involve in identifying the Engagement levels of employees in their work. Engaged employees are uncopied competitive advantage for the organizations. Employees can be engaged by empowering them with well designated roles and by providing sufficient amount of autonomy while delivering their roles and responsibilities. The objective of present study is to analyze the relation between employee engagement and employee empowerment and also to find out, to what extent employee empowerment influence the engagement levels of employee at his/her workplace working in manufacturing industry. Factor analysis and regression analysis has been conducted to observe the total variance explained about the two phenomenon of the study and to analyze the effect of empowerment on engagement levels of employee.

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Magasi, Chacha. "The Role of Transformational Leadership on Employee Performance: A Perspective of Employee Empowerment." European Journal of Business and Management Research 6, no. 6 (November 10, 2021): 21–28. http://dx.doi.org/10.24018/ejbmr.2021.6.6.1137.

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Critical literature review revealed that individualised consideration and intellectual stimulation factors of transformational leadership are the heart of employee empowerment. This study is important because there was little and discrete information on how individualised consideration and intellectual stimulation empower the performance of banking sector employees in the Dar es Salaam city. The study, therefore, examined the role of transformational leadership on employee performance based on employee empowerment perspective. A sample of 325 banking sector employees was surveyed using a self-administered structured questionnaire. Multiple linear regressions were employed to find the relationship between individualised consideration and intellectual stimulation with the performance of banking sector employees. A Statistical Package for Social Sciences was employed as an analytical tool for quantitative data. An in-depth interview was conducted to twelve employees who were selected by using the purposive sampling technique from twelve different banks. Thematic analysis was used to analyse qualitative data from in-depth interview to supplement the quantitative findings. The study revealed that individualised consideration and intellectual stimulation had a positive relationship with the performance of banking sector employees. That relationship was enhanced by effectively empowering employees and also fostering an environment that encourages learning, creativity and innovation. The study recommends that leaders in any bank’s section have to empower employees and foster the learning, creativity and innovation environment as the preconditions for enhanced employees’ performance. However, the study was done in the Dar es Salaam city and therefore limiting the generalisation of the results due to contextual differences in sub-Saharan countries. The study contributes to knowledge that individualised consideration and intellectual stimulation factors of transformational leadership are the heart of employee empowerment.

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Verhulst, Elli, and Casper Boks. "Employee Empowerment for Sustainable Design." Journal of Corporate Citizenship 2014, no. 55 (September 1, 2014): 73–101. http://dx.doi.org/10.9774/gleaf.4700.2014.se.00008.

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Beer, Valorie. "Guerilla Tactics for Employee Empowerment." Performance Improvement Quarterly 4, no. 4 (October 22, 2008): 62–70. http://dx.doi.org/10.1111/j.1937-8327.1991.tb00524.x.

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Yang, Seung‐Bum, and Sang Ok Choi. "Employee empowerment and team performance." Team Performance Management: An International Journal 15, no. 5/6 (August 21, 2009): 289–301. http://dx.doi.org/10.1108/13527590910983549.

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Rodrigues, Carl A. "Employee Participation and Empowerment Programs." Empowerment in Organizations 2, no. 2 (August 1994): 29–40. http://dx.doi.org/10.1108/09684899410061645.

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Valadares, Kevin J. "The Practicality of Employee Empowerment." Health Care Manager 23, no. 3 (2004): 220–24. http://dx.doi.org/10.1097/00126450-200407000-00005.

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Behnke, L. S., R. M. Hamlin, and B. C. Smoak. "The evolution of employee empowerment." IEEE Transactions on Semiconductor Manufacturing 6, no. 2 (May 1993): 143–55. http://dx.doi.org/10.1109/66.216933.

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Hasani, Kaveh, and Saman Sheikhesmaeili. "Knowledge management and employee empowerment." Kybernetes 45, no. 2 (February 1, 2016): 337–55. http://dx.doi.org/10.1108/k-04-2014-0077.

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Purpose – The purpose of this paper is to investigate the relationship between knowledge management (KM) and employee empowerment in institutions of higher education. Design/methodology/approach – The research method in this study was the descriptive-correlative type, and was based on the goal of the method applied. Subjects in this research included the staff members of higher educational institutions in Iran. Descriptive and inferential statistics were used. To analyse research data, descriptive statistics, and for inferential statistics, the Pearson correlation, the Friedman ranking test and stepwise regression, were used. For data analysis, SPSS software was used. Findings – The results from the study show that all alternative hypotheses were confirmed and there was a significant relationship between KM and employee empowerment. In addition, KM predicted the aspects of employee empowerment in institutions of higher education. Originality/value – Through this study, the positive role of KM in employee empowerment in institutions of higher education has been described, and the importance of considering such studies has been specified for researchers.

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Lashley, Conrad. "Employee Empowerment in Hospitality Services." Journal of College & University Foodservice 3, no. 3 (September 19, 1997): 33–62. http://dx.doi.org/10.1300/j278v03n03_04.

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Herrenkohl, Roy C., G. Thomas Judson, and Judith A. Heffner. "Defining and Measuring Employee Empowerment." Journal of Applied Behavioral Science 35, no. 3 (September 1999): 373–89. http://dx.doi.org/10.1177/0021886399353008.

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Rothermel, Rick, and Jeanenne LaMarsh. "Managing change through employee empowerment." Global Business and Organizational Excellence 31, no. 2 (December 6, 2011): 17–23. http://dx.doi.org/10.1002/joe.21411.

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Al-Ababneh, Mukhles, Samer Al-Sabi, Firas Al-Shakhsheer, and Mousa Masadeh. "The Influence of Employee Empowerment on Employee Job Satisfaction in Five-Star Hotels in Jordan." International Business Research 10, no. 3 (February 15, 2017): 133. http://dx.doi.org/10.5539/ibr.v10n3p133.

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This paper examines the influence of empowerment on job satisfaction in five-star hotels in Jordan. The influence of empowerment on job satisfaction remains a relatively unexplored area. A 52-item questionnaire, measuring empowerment and job satisfaction, was distributed to 332 employees in 12 five-star hotels in Jordan with a 56% response rate. Principal components analysis determined the factor structure and regression analysis determined the influence of empowerment on job satisfaction. The results revealed both structural and psychological empowerment have significant individual influences on job satisfaction, but more significant when structural and psychological empowerment are combined. Most of previous studies were conducted in western economies and little in the Middle East generally and Jordan in particular. This research contributes to the literature by including both dimensions of empowerment where previous scholars used only one.

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