Psychological empowerment, job insecurity and employee engagement

Stander, Marius W.; Rothmann, Sebastiaan

doi:10.4102/sajip.v36i1.849

Cited by 140 publications

(147 citation statements)

References 42 publications

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“…When employees are involved in their tasks they feel psychological empowerment (Stander and Rothmann, 2010). Quality of services of the employees improves when employees are involved in their work (Ismail, et al, 2009) involvement given to employees brings improvements from employee's side as the sense of responsibility increases.…”

Section: Discussionmentioning

confidence: 99%

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Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Ghafoor¹,

Qureshi²,

Khan³

et al. 2011

Afr. J. Bus. Manage.

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In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed.

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Section: Discussionmentioning

confidence: 99%

“…In his study Stander (2010) studied the impact of insecurity among employees on employee's engagement. When employees are not mentally in position of satisfaction from their job they cannot participate in the organization properly.…”

Section: Discussionmentioning

confidence: 99%

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Ghafoor¹,

Qureshi²,

Khan³

et al. 2011

Afr. J. Bus. Manage.

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“…Psychological empowerment has a positive effect on employees' self-efficacy and the result of this is that employees believe they can play an important part in adding to organization's productivity (Martin & Bush, 2006). Psychological empowerment is not a fixed personality attribute, since it consists of cognitions that are shaped by the work environment (Stander & Rothmann, 2010).…”

Section: Psychological Empowermentmentioning

confidence: 99%

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

et al. 2017

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Background and Purpose: Organizations should implement new findings from the field of human resource management. If an organization wants to have successful and effective employees, they should be satisfied with all aspects of work and at the same time they should be feel commitment towards an organization. To have a full insight in employees, organizations have to take care of psychological side of employees, which manifests in psychological empowerment. Design/Methodology/Approach: The survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Serbia, and Slovenia. The investigated constructs of psychological empowerment, job satisfaction and organisational commitment were compared. Spreitzer's PEQ was used for the assessment of the psychological empowerment, Spector's JSS for job satisfaction, and Allen's and Meyer's OCQ for the assessment of organisational commitment. Results: The research showed that the highest level of psychological empowerment can be found among university lecturers from Serbia and the lowest from Germany. Job satisfaction level is the highest in Austria and the lowest in Slovenia. Affective organisational commitment is the highest in Slovenia and the lowest in Germany. Continuance organisational commitment scored the highest in Croatia and the lowest in Czech Republic. Additionally, the outcomes show the highest level of normative organisational commitment in Czech Republic and the lowest in Austria. Only affective organisational commitment was not found as statistically significant. Conclusion: Knowledge of psychological empowerment, job satisfaction and organizational commitment can be helpful for leaders, because with this knowledge they can manage, develop and motivate employees properly.

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“…Feeling of accomplishment relates to the feeling that telecentre user's experience when achieving goals (Stander & Rothmann, 2010). After achieving the goal of completing the computer literacy course, many students experienced feelings of confidence, motivation, positivity, etc.…”

Section: Feeling Of Accomplishmentmentioning

confidence: 99%

“…Refers to the feeling that telecentre users' experience when achieving goals (Stander & Rothmann, 2010).…”

Section: Feeling Of Accomplishmentmentioning

confidence: 99%

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

Osman

Tanner

2017

E J Info Sys Dev Countries

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ICTs and ICT4Ds are powerful socio-economic enablers within developing countries and provide members of "underserved" communities within these countries with tools for selfempowerment and circumvention of inequalities. Telecentres provide public access to ICTs to meet the educational, social, psychological and economic needs of a community. However, few studies have focused on the influence that telecentres have on the psychological empowerment of members of "underserved" communities in which they are situated. This study addresses this gap by investigating the perceived influence of telecentre components on the psychological empowerment of "underserved" community members in Cape Town, South Africa. This study is interpretive and has been executed through the use of a qualitative case study. Deductive in nature, the research was guided by a conceptual model depicting constructs (intrapersonal factors, interactional factors and behavioural factors) related to the psychological empowerment of telecentre users. The research findings confirm that the various components of telecentres such as services, computer training and entrepreneurial support can positively influence and contribute to the perceived psychological empowerment of "underserved" community members. The findings could improve our understanding of the relevance of various components of telecentres towards leveraging psychological empowerment. In practice, emphasis could be placed on the implementation and elaboration of the most significant components of telecentres within "underserved" communities.

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Psychological empowerment, job insecurity and employee engagement

Cited by 140 publications

References 42 publications

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Psychological Empowerment, Job Satisfaction and Organizational Commitment Among Lecturers in Higher Education: Comparison of Six CEE Countries

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

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