Psychological  empowerment of  employees in selected  organisations in South  Africa

Stander, Marius W.; Rothmann, Sebastiaan

doi:10.4102/sajip.v35i1.466

Cited by 21 publications

(18 citation statements)

References 39 publications

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“…A higher score means a higher degree of psychological empowerment. Using structural equation modelling, Stander and Rothmann (2009) have confirmed the construct validity of the PEQ. They found that a four-factor structure (including meaning, competence, self-determination, and impact) fitted the data best.…”

Section: Measuring Instrumentssupporting

confidence: 60%

Psychological empowerment, job insecurity and employee engagement

2010

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Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity.Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement.Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention.Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale.Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement.Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees.Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.How to cite this article: Stander, M.W., & Rothmann, S. (2010). Psychological empowerment, job insecurity and employee engagement. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 36(1), Art. #849, 8 pages. DOI:10.4102/sajip.v36i1.849

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Section: Measuring Instrumentssupporting

confidence: 60%

Psychological empowerment, job insecurity and employee engagement

2010

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“…Similarly, high levels of absorption and experienced responsibility influence personal outcomes, which indicate that when employees feel they have control over their work environment, they will react with increased eagerness in doing their work. This is similar to the findings of Stander and Rothmann (2009). Research indicates that personal resources which refers to one's sense of being able to control the work and environment successfully (Hobfoll, Johnson, Ennis, & Jackson, 2003).…”

Section: Discussionsupporting

confidence: 87%

Moderating Influence of Critical Psychological States on Work Engagement and Personal Outcomes in the Telecom Sector

Patrick

Bhat

2014

Sage Open

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Organizations want their employees to be engaged with their work, exhibiting proactive behavior, initiative, and responsibility for personal development. Existing literature has a dearth of studies that evaluate all the three key variables that lead to optimal employee performance-critical psychological states (CPSs), work engagement, and personal outcomes. The present study attempts to fill that gap by linking the variable CPSs (which measures experienced meaningfulness, responsibility, and knowledge of results) with the other two. The study surveyed 359 sales personnel in the Indian telecom industry and adopted standardized, valid, and reliable instruments to measure their work engagement, CPSs, and personal outcomes. Analysis was done using structural equation modeling (SEM). Findings indicated that CPSs significantly moderate the relationship between personal outcomes and work engagement.

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“…Taplin and Winterton (2007) found that a proactive approach to avoiding the costs involved in employee turnover is best and that serious investment in training may be the answer for many organisations. Stander and Rothmann (2009) reiterate this by identifying the development of employees as a key competence for managers. They point out that in order to be a good people developer, managers should be coached and developed to delegate authority, hold employees accountable for outcomes, lead by example, encourage subordinates, show concern for others' feelings, allow participative decisionmaking, share information and coach and mentor people.…”

Section: Discussionmentioning

confidence: 99%

Positive organisation: The role of leader behaviour in work engagement and retention

Mendes

Stander

2011

SA j ind psychol

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Orientation: The positive organisation creates a framework in which its elements can be investigated in relation to the retention of talent.Research purpose: The aim of this study was to investigate if leader empowering behaviour can positively impact on role clarity, psychological empowerment and work engagement, with the final outcome being the retention of talent.Motivation for the study: In the ever changing work environment organisations place great emphasis on their human capital. The positive organisation utilises specific elements to optimise human capital’s potential. It is therefore important to identify the elements contributing to a positive organisation as well as the elements which lead to the retention of talent.Research design, approach and method: A survey research design was used. A convenience sample (n = 179) was taken from a business unit in a chemical organisation. The Leader Empowering Behaviour Questionnaire, Measures of Role Clarity and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Utrecht Work Engagement Scale and the Intention to Leave Scale were administered.Main findings: Leader empowering behaviour, role clarity and psychological empowerment predicted work engagement. Role clarity interacted with competence to affect employees’ dedication and interacted with the development of employees to affect absorption. Work engagement predicted employees’ intention to leave.Practical/managerial implications: Organisations should foster the elements of a positive organisation if they want to retain their talent.Contribution/value-add: The results of this research contribute to scientific knowledge about the effects of a positive organisation on retention.How to cite this article: Mendes, F., & Stander, M.W. (2011). Positive organisation: The role of leader behaviour in work engagement and retention. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 37(1), Art. #900, 13 pages. doi:10.4102/sajip.v37i1.900

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Psychological empowerment of employees in selected organisations in South Africa

Cited by 21 publications

References 39 publications

Psychological empowerment, job insecurity and employee engagement

Psychological empowerment, job insecurity and employee engagement

Moderating Influence of Critical Psychological States on Work Engagement and Personal Outcomes in the Telecom Sector

Positive organisation: The role of leader behaviour in work engagement and retention

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