A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain

Spreitzer, Gretchen M.; Kizilos, Mark A.; Nason, Stephen W.

doi:10.1016/s0149-2063(97)90021-0

Cited by 415 publications

(596 citation statements)

References 57 publications

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“…According to the results of many studies, organizational citizenship behavior is one attribute of job performance (Chiang & Hsieh, 2012;Turnipseed & Rassuli, 2005). Besides, many studies asserted that organizational citizenship behavior, perceived organizational support, psychological empowerment and job performance are related (Chiang & Hsieh, 2012;Chow, Lo, Sha & Hong, 2006;Kirkman & Rosen, 1999;Liden, Wayne & Sparrowe, 2000;Niehoff, Moorman, Blakely & Fuller, 2001;Peccei & Rosenthal, 2001;Spreitzer, Kizilos & Nason, 1997). According to the reviewed theories (Hulin, 1991;Lee & Mitchell, 1994;Mitchell, Holtom, Lee, Sablynski & Erez, 2001), job embeddedness is related to job performance.…”

Section: Introductionmentioning

confidence: 99%

Perceived Organizational Support, Psychological Empowerment, Organizational Citizenship Behavior, Job Performance and Job Embeddedness: A Research on the Fast Food Industry in Istanbul, Turkey

Karavardar¹

2014

IJBM

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The objective of this study was to provide empirical evidence on the relationships among psychological empowerment, perceived organizational support, organizational citizenship behavior, job embeddedness and job performance. Fast food restaurants have existed in Turkey for more than 20 years over which time they have registered an average of 10 percent growth per year, and have attracted foreign fast food chains to invest in Turkey. Istanbul has the most fast food restaurants throughout Turkey with 45 percent. Thus, the fast food restaurants which are located in Istanbul is focused in this study. Questionnaires were distributed to approximately 700 employees and data were collected from June to July 2013. The response rate was 61.2%. Structural equation modelling was used to test the relationships between variables. The results that obtained through the tests support the hypothesized model. This research represented a strong relationship between psychological empowerment, perceived organizational support, organizational citizenship behavior, job embeddedness (as a moderator) and job performance of the employees in fast food industry in Istanbul, Turkey. This result is noteworthy for employers and managers to retain their talented employees. In addition to that, since there is not any study that conducted in fast food industry in this study's context in the literature, this study makes a valuable contribution to the literature.

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Section: Introductionmentioning

confidence: 99%

Perceived Organizational Support, Psychological Empowerment, Organizational Citizenship Behavior, Job Performance and Job Embeddedness: A Research on the Fast Food Industry in Istanbul, Turkey

Karavardar¹

2014

IJBM

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“…14 In addition to the hypothesized paths, we estimate several paths in the PLS structural model to control for other relations among the variables. First, we estimate paths from: procedural justice to job satisfaction (see, for example, Parker & Kohlmeyer, 2005); affective organizational commitment to job satisfaction (see, for example, Poznanski & Bline, 1997; Fogarty & Kalbers, 2006), psychological empowerment to job satisfaction (Spreitzer et al, 1997;Liden et al, 2000); and job satisfaction to organizational turnover intentions (Harrell, 1990;Snead & Harrell, 1991;Pasewark & Strawser, 1996;Pasewark & Viator, 2006). Second, we control for relations among our set of intervening variables.…”

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confidence: 99%

Mentoring and turnover intentions in public accounting firms: A research note

Hall

Smith

2009

Accounting, Organizations and Society

122

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Turnover in public accounting firms is a critically important issue as firms seek to retain quality accounting personnel in the face of skilled labour shortages. Mentoring is one initiative that has been suggested as a means of reducing the high costs associated with employee turnover. However, prior accounting research examining the association between mentoring and turnover intentions has produced mixed results, which may be due, at least in part, to difficulties in operationalizing the mentoring construct. Drawing on recent management literature regarding organizational turnover intentions, we challenge the conventional view that mentoring generally leads to reduced turnover intentions, by testing a theoretical model that posits that different functions of mentoring have differing effects on turnover intentions. Specifically, we argue that while the psychosocial support function of mentoring can serve to reduce public accountants' turnover intentions, the career development function of mentoring has the potential to increase turnover intentions. Results support this conclusion. 3 IntroductionIn recent years there has been considerable interest surrounding the development, operation and effects of mentoring relationships within public accounting firms (see, for example, Viator & Pasewark, 2005;Herbohn, 2004;Kaplan, Keinath & Walo, 2001). A mentoring relationship is an interpersonal exchange between a senior experienced colleague (the mentor) and a less-experienced junior colleague (the protégé) in which the mentor provides direction, support and feedback to the protégé regarding career plans and personal development (Russell & Adams, 1997;Kram, 1985). One of the strongest claims regarding mentoring relationships is that they assist public accounting firms in retaining employees (AICPA, 2007; Gregg, 1999). However, despite numerous studies, it is unclear whether and how mentoring relationships affect public accountants' organizational turnover intentions. 1 Simply having a mentor does not necessarily result in lower turnover intentions; some studies find a negative association between having a mentor and intentions to leave the accounting firm (Viator & Scandura, 1991;Scandura & Viator, 1994; Barker, Monks & Buckley, 1999), whereas others report no association (Viator, 2001;Herbohn, 2004). Studies focusing on the support provided by a mentor to a protégé also report mixed results. Some research finds that more career development and psychosocial support from a mentor is associated with lower turnover intentions (Herbohn, 2004; Barker et al., 1999), but other studies find no 1 Given the difficulties associated with obtaining data on actual turnover behaviour, we focus our analysis on organizational turnover intentions. Prior research shows that turnover intention is a valid and reliable indicator of subsequent turnover behaviour (Steel & Ovalle, 1984). 4 associations (Viator & Scandura, 1994). 2 We propose several explanations for these mixed findings.Most prior research has focused on differences in t...

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“…When we acknowledge that the human worker keeps a preferred role in future manufacturing systems through the ever-rising demand in complexity, knowledge work and decision making, the humanistic perspective might be the only sustainable point of view to take. Taking this view, it also seams easier to design for basic human needs as autonomy, relatedness and competence (Gagné & Deci, 2005;Spreitzer, 1997) as well as variety (Turner & Lawrence, 1965) in the first place, as these can be formulated as core objectives enabling a humanistic design approach. Keeping the worker "in the loop" with appropriate information.…”

Section: Discussionmentioning

confidence: 99%