Accidents happen: Psychological empowerment as a moderator of accident involvement and its outcomes

Erdoğan, Berrin; Özyılmaz, Adnan; Bauer, Talya N.; Emre, Onur

doi:10.1111/peps.12228

Cited by 34 publications

(31 citation statements)

References 53 publications

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“…Finally, our sample consists of 92% male participants. This is typical of heavy manufacturing in Turkey (e.g., Erdogan, Ozyilmaz, Bauer, & Emre, ), as well as other countries around the world (OECD, ). Previous studies on the effect of women engineers’ self‐efficacy on their work‐related attitudes and behaviours (Singh et al ., ), for example, revealed similar results with the studies which considered both female and male samples.…”

Section: Discussionmentioning

confidence: 99%

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Özyılmaz

Erdoğan

Karaeminoğulları

2017

J Occupat & Organ Psyc

Self Cite

125

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Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self-efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that selfefficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self-efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self-efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self-efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self-efficacy. Practitioner pointsPracticing managers should not only invest in increasing self-efficacy of their employees, but also invest in building trust to improve employees' attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self-efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self-efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

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Section: Discussionmentioning

confidence: 99%

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Özyılmaz

Erdoğan

Karaeminoğulları

2017

J Occupat & Organ Psyc

Self Cite

125

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“…The findings of the current study extend previous work that states that a sense of empowerment arises from one's own efforts (Erdogan et al . ): when allies use their power and resources to influence others, they are indirectly empowering consumers, by facilitating opportunities for consumers to empower themselves.…”

Section: Discussionmentioning

confidence: 99%

‘They can't empower us’: The role of allies in the consumer movement

Juntanamalaga

Scholz

Roper

et al. 2019

Int J Mental Health Nurs

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Goals of the mental health consumer movement include redressing inequality and increasing consumer leadership across the mental health sector. A means of achieving these goals is empowerment of consumers at systemic levels of the mental health sector. There have been calls for research to focus on alliesthose who use their power to support and advocate for the goals of the consumer movement. This study aimed to examine the role of allies in consumer empowerment. Semi-structured interviews were conducted with 15 individuals (including three consumers, nine allies, and three participants each identifying as both consumer and ally). Findings suggest that allies cannot directly empower consumers but should support opportunities for consumer leadership within the sector. We discuss how allies might do this and avoid paternalism in their allyship.

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“…These task characteristics make a task meaningful for an individual (Carton, 2018;Kahn, 1990), thus enhancing the psychological meaningfulness dimension of psychological conditions that, in turn, enrich job engagement. Moreover, security enhances the psychological availability of an employee when performing a specific task, whereas insecurity worsens the selfconfidence of new and low-status members of an organization (Erdogan et al, 2018;Kahn, 1990). Moreover, security enhances the psychological availability of an employee when performing a specific task, whereas insecurity worsens the selfconfidence of new and low-status members of an organization (Erdogan et al, 2018;Kahn, 1990).…”

Section: Task Performance's Effect On Ocbsmentioning

confidence: 99%

“…High-hope individuals set stricter time limits/develop new pathways that sharpen their skills to be cognitively available at their job, thus enhancing the cognitive availability dimension of job engagement (Snyder, 2002). Significant organizational stressors also endanger employees' safety because they create relationships that can be threatening, inflexible, and lower in trust and produce restrictive organizational norms that impede employees' task focus (Erdogan, Ozyilmaz, Bauer, & Emre, 2018;Kahn, 1990). Employees high in hope accept stressors as a challenge to be dealt with in the pursuit of goals (Avey, Luthans, & Jensen, 2009).…”

Section: Task Performance's Effect On Ocbsmentioning

confidence: 99%

“…Human capital also enhances job engagement because resource acquisition, maintenance, and fostering are motivational goals (e.g., job engagement) requiring individual efforts and other resource costs as suggested by COR theory (Hobfoll, 2001). Moreover, security enhances the psychological availability of an employee when performing a specific task, whereas insecurity worsens the selfconfidence of new and low-status members of an organization (Erdogan et al, 2018;Kahn, 1990). As higher levels of human capital mean high status and experience (Becker, 1964), human capital provides greater security for the employee to perform well with high self-confidence.…”

Section: Human Capital's Enhancement Effect On Job Engagementmentioning

confidence: 99%

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Hope and human capital enhance job engagement to improve workplace outcomes

Özyılmaz

2019

J Occupat & Organ Psyc

Self Cite

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Drawing from conservation of resources theory, we contend that motivation (job engagement) fully mediates the relationships between hope and human capital (antecedents) and task performance. We also propose that job engagement provides an interesting explanation for organizational citizenship behaviours (OCBs) that differs from the explanation provided by human capital. Using triad data collected from 170 employees, their supervisors, and their peers at 15 different business organizations in Turkey across four waves, we find that the associations of hope and human capital with task performance occur through job engagement. Interestingly, one path (human capital–job engagement–task performance–OCBs) provides a chain of positive associations that can explain OCBs, whereas another path (human capital–OCBs) has a direct, negative association with OCBs. The results suggest that the motivational value of job engagement leads to improvement in the task performance and OCBs of individuals who are full of hope and have high human capital. Practitioner points Practising managers should invest in hiring, training, and retaining individuals with high levels of hope and human capital to enhance job engagement in the workplace because such individuals conserve their resources to engage in their job. Job engagement in role A (task) contributes to role B (OCBs) because high accomplishment in task performance generates positive emotions, which lead to high achievement in OCBs. Therefore, practising managers should allow their subordinates to allocate their resources to addressing their multiple roles in the order of the importance that they assign to these roles because employees’ resources, energy, time, and attentional capacities are limited.

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Accidents happen: Psychological empowerment as a moderator of accident involvement and its outcomes

Cited by 34 publications

References 53 publications

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

‘They can't empower us’: The role of allies in the consumer movement

Hope and human capital enhance job engagement to improve workplace outcomes

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