Influence of Psychological Empowerment on Organizational Commitment among Medical Employees in a Hospital Setting

Abstract

Introduction: people within organizations are a key factor for efficiency. Thus employee empowerment has become a popular management strategy. The study aimed to investigate the relationship between psychological empowerment and organizational commitment among medical staff of a hospital in Zahedan city. Methods: This cross sectional study was carried out in 2013. A random sample of 172 medical employees in Khatam-ol-Anbia hospital at Zahedan city was selected and responded to items of the questionnaires using a 7-point Likert scale ranging from 1 to 7. For measuring psychological empowerment and organizational commitment, Mishra & Spreitzer's scale and Meyer and Allen's questionnaire were used. A higher score means a higher degree of psychological empowerment or organizational commitment. Analysis was carried out using SPSS. Results: The level of organizational commitment and psychological empowerment significantly were higher than average. There was a significant positive relationship between employees' empowerment and their commitment to organization. Psychological empowerment was a significant predictor of organizational commitment (β=.524). Out of the five dimensions of empowerment three dimensions are significant predictors of commitment and explain 37.1% of the variance in commitment. Conclusions: Due to The positive influence of psychological empowerment on organizational commitment, programs for in-service education should focus on facilitating psychological empowerment to improve and increase organizational commitment. Also, since impact of employees psychological empowerment on organizational commitment partially supported, there are other variables that influence the organizational commitment.

Does empowerment enhance nurses' organizational commitment?

“…Among the studies that examine the subconstructs of psychological empowerment on nurses' organizational commitment, some found that only 'meaning' had a statistically reliable relationship with the outcome (Abili & Nastezaie, 2009). In contrast, other research (Kebriaei et al, 2014) found that other empowerment subcomponents were significantly related to respondents' organizational commitment (only 'competence' was not significantly associated with the outcome). Related, in our study examining similar measures-though among a sample of licensed practical nurses-we found that with the exception of 'competence', the remaining psychological empowerment subscales were positively associated with organizational commitment.…”

“…Researchers have linked psychological empowerment to increases in nurses' job satisfaction (Laschinger et al, 2001;Ouyang et al, 2015) and decreases in their levels of job strain (Laschinger et al, 2001), for example. Other researchers have connected the psychological empowerment of nurses and other medical personnel to greater levels of organizational commitment (Abili & Nastezaie, 2009;Albasal et al, 2022;Kebriaei et al, 2014Kebriaei et al, , 2016.…”

The relationship between some demographic characteristics and organizational commitment of nurses working in the Social Security Hospital of Khorramabad

“…In a study conducted by Shoorideh et al (24), nurses also had a moderate level of organizational commitment. However, the results of the study conducted by Kebriaei et al (25), Larber and Savis (6), Carmen (26), and Siew (27) reflect high commitment levels of nurses. There seems to be some important reasons for the lack of organizational commitment of nurses in the present study and in the majority of health centers in our country, including low number of nurses, increased work pressure, lack of appropriate benefits, and lack of proper working relationship with managers and physicians, which eventually lead to reduced level of organizational commitment.…”

Organizational Commitment and Associated Factors Among Health Professionals Working in Public Health Facilities of Benchsheko Zone Southwest Ethiopia

“…Tool for part four was adapted from organizational commitment questioners of studies of Jaros which was initially developed and validated by Meyer and Allen (20). Tool for part ve was adapted from Multi factor Leadership Questionnaire (MLQ) of studies of Mora C. and Ticlau T., which was rstly developed and validated by Bass and Avolio (21). Lastly, a tool for part six was adapted from studies of Ambad S and Bahron, which was initially developed and validated by Spreitzer (22).…”