Cognitive Elements of Empowerment: An “Interpretive” Model of Intrinsic Task Motivation

Thomas, Kenneth W.; Velthouse, Betty

doi:10.5465/amr.1990.4310926

Cited by 1,322 publications

(2,280 citation statements)

References 28 publications

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“…It defined in a general definition as a collection of practices that consists of information sharing, employee autonomy, and delegation of authority (Randolph, 1995(Randolph, , 2000Blanchard et al, 1999). Empowerment is seen by other scholars (e.g, Conger and Kanungo, 1988;Thomas and Velthouse, 1990;Zimmerman, 1990) as intrinsic task motivation, or as the process of decentralizing decision-making in an organisation (Brymer, 1991). However, most scholars agree that the key element of empowerment involves giving employee freehand on certain activities with the full responsibilities that come with it (Sashkin, 1984;Conger and Kanungo, 1988;Schlessinger and Heskett, 1991;Bowen and Lawler, 1992).Thus, empowerment was focus on empowering management practices (Mainiero, 1986;Bowen and Lawler, 1992) as a set of procedures and that involves empowering workers (Conger and Kanungo, 1988), and that requires eliminating the levels of hierarchy to get less direct supervision (Randolph, 1995).…”

Section: Empowermentmentioning

confidence: 72%

Section: Empowermentmentioning

confidence: 99%

“…Conger and Kanungo, 1988;Thomas and Velthouse, 1990;Spreitzer, 1992Spreitzer, , 1995Zimmerman, 1995). Scholars realised the need to distinguish between employees" feelings or perceptions of empowerment and management practices designed to empower employees (Thomas and Velthouse, 1990). Thus, the literature has confirmed two distinct dimensions of empowerment, namely: structural/relational empowerment and psychological/motivational empowerment (Eylon and Bamberger, 2000;Greasley et al, 2008).…”

Section: Empowermentmentioning

confidence: 99%

“…Moreover, psychological empowerment can be considered as a unidimensional construct (Conger and Kanungo, 1988) or multifaceted construct that includes a model focused on power practices in organisations to energise or internally motivate employees, and therefore psychological empowerment results from a set of four cognitive tasks related to the individual role: meaning, self-determination, impact and competence (i.e. self-efficacy) (Thomas and Velthouse, 1990).…”

Section: Psychological Empowermentmentioning

confidence: 99%

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The Influence of Employee Empowerment on Employee Job Satisfaction in Five-Star Hotels in Jordan

Al-Ababneh¹,

Al-Sabi²,

Al-Shakhsheer³

et al. 2017

IBR

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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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Section: Empowermentmentioning

confidence: 72%

Section: Empowermentmentioning

confidence: 99%

Section: Empowermentmentioning

confidence: 99%

Section: Psychological Empowermentmentioning

confidence: 99%

See 2 more Smart Citations

The Influence of Employee Empowerment on Employee Job Satisfaction in Five-Star Hotels in Jordan

Al-Ababneh¹,

Al-Sabi²,

Al-Shakhsheer³

et al. 2017

IBR

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show abstract

“…Another antecedent of organizational citizenship behavior, namely psychological empowerment was asserted by Conger and Kanungo in 1988. They were followed by other researchers (Thomas & Velthouse, 1990;Spreitzer, 1995). Since psychological empowerment can change employees' inner motivation, it also induces organizational citizenship behavior (Chiang & Hsieh, 2012).…”

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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Empowerment

Garner¹

2017

The International Encyclopedia of Organizational Communication

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Empowerment is the process of restructuring an organization to distribute power to employees and enabling those employees to see how they can overcome obstacles in their workplace. Empowerment comes out of the human resources movement of the 1960s and 1970s. Research has demonstrated a number of benefits to the organization if employees feel empowered. Consequently, research has also explored how to increase employee empowerment. Organizational communication scholars have recently broken from earlier ideas to study the paradoxes and contradictions inherent in empowerment.

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Cognitive Elements of Empowerment: An “Interpretive” Model of Intrinsic Task Motivation

Cited by 1,322 publications

References 28 publications

The Influence of Employee Empowerment on Employee Job Satisfaction in Five-Star Hotels in Jordan

The Influence of Employee Empowerment on Employee Job Satisfaction in Five-Star Hotels in Jordan

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

Empowerment

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