Proximal Job Characteristics, Feelings of Empowerment, and Intrinsic Motivation: A Multidimensional Model¹

Abstract

We examined relations between job characteristics, empowerment, and intrinsic motivation among technical and telemarketing workers. Empowerment was conceptualized as a gestalt of 4 psychological dimensions: autonomy, competence, meaningfulness, and impact. It was hypothesized that the various dimensions of empowerment would mediate the relationship between job characteristics, such as feedback and autonomy support, and intrinsic motivation at work. A path analysis supported the hypothesis, revealing that different job characteristics were predictive of different aspects of empowerment, and that aspects of empowerment differentially affected intrinsic motivation. The results point to the value of considering empowerment as a multidimensional construct.

Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour

“…This additional exploratory multilevel model accounts for potential differences between the three separate basic needs with respect to the hypothesized relationships (H1 and H2). This additional multilevel model provides complementary information to our main hypotheses as previous research has suggested that different effects with respect to the three basic need satisfactions might be observed (Gagne, Senécal, & Koestner, 1997).…”

The Influence of Telecentre Components on the Psychological Empowerment of Underserved Community Members in the Western Cape, South Africa

“…receipt of task feedback, participation in goal setting, etc.) (Gagné et al, 1997;Hon, 2002). In addition, perceived empowerment has been shown to be positively linked to inherent motivation, work performance and job satisfaction among others (Liden et al, 2000).…”

The trade-off of servicing empowerment on employees’ service performance: examining the underlying motivation and workload mechanisms

“…This interpretation is also broadly consistent with research on job enrichment efforts, which suggests that not all employees prefer more challenging work. Gagné et al (1997) and Huang et al (2010) note that empowerment may not be effective for lower-level (or frontline) employees, who likely attach less value to a sense of control or autonomy. This equivocation about the impact of empowerment also is supported by the "double-edged sword" argument put forth by Bansal et al (2001): Empowerment evokes freedom and respect, but it also creates expectations and accountability.…”