Structural empowerment, psychological empowerment, and work engagement: A cross-country study

Amor, Ariadna Monje; Xanthopoulou, Despoina; Calvo, Nuria; Vázquez, José Pablo Abeal

doi:10.1016/j.emj.2021.01.005

Cited by 114 publications

(112 citation statements)

References 70 publications

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“…Empowering work conditions are related to values, organisational goals and decisions, and support is the assistance provided by the subordinates, colleagues and administration. Resources entail the temporary assistance needed by a person to work effectively in an organisation (Monje Amor et al, 2021). According to Bakker and Demerouti (2017), structural empowerment is similar to job resources that assist in fulfilling the basic needs of employees and make them active, engrossed and passionate in their work.…”

Section: Introductionmentioning

confidence: 99%

“…This framework motivates millennial nurses to see the worth and meaning of their work activity (Laschinger et al, 2000). Similarly, an empirical study highlighted the important relationship of structural empowerment with work engagement (Monje Amor et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…mentioned that millennials enjoy working in a work setting where they have opportunities for career advancement, work flexibility, acknowledgement of work performance and work/life balance. Structural empowerment is similar to job resources, both of which promote a sense of autonomy, ability and affiliation that empower employees(Bakker & Demerouti, 2017) and make them energetic and engaged with their work(Monje Amor et al, 2021).4.1 | Limitation of the studyThis study has some limitations. First, the self-reporting method and online survey for data gathering could be a possible source of common method variance.…”

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confidence: 99%

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Structural empowerment and work ethics influence on the work engagement of millennial nurses

Balay-odao

Cruz

Alquwez

et al. 2022

J Nursing Management

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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Structural empowerment and work ethics influence on the work engagement of millennial nurses

Balay-odao

Cruz

Alquwez

et al. 2022

J Nursing Management

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“…Conversely, if empowering behaviors do not facilitate the conditions to create empowerment, trust in leaders or positive leader–member relationships, empowering leadership may have deleterious effects on followers' behavior. The positive association of perceived organizational support with job and co-worker satisfaction, performance, organizational commitment, corporate social responsibility and turnover intention has newly gained attention in several cross-cultural and empowerment related studies (Amor et al , 2021; Maan et al , 2020; Malik et al , 2021; Padash and Ghatari, 2020; Bouncken et al , 2020; Rigaud, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Empower me or not? Influence of societal culture

Ljubica

Littrell

Gillian

et al. 2021

CCSM

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PurposeThe purpose of this paper is to empirically investigate the relationships between societal culture value dimensions and employee preferences for empowerment behaviors by managerial leaders across societal cultures. To do this, the authors synthesize the extant literature to underpin this study and to set the research agenda for future empirical work.Design/methodology/approachUsing field survey research method, the authors obtain and analyze data from ten samples in eight geographically and culturally diverse societies from a global longitudinal study of preferred managerial leader behavior.FindingsCultural value dimension predictor variables affect employee preferences for leader empowerment behaviors in the societies studied. Some significant effects of gender and organizational factors on these relationships were found.Research limitations/implicationsFuture research should expand upon variations in the meaning of employee empowerment across cultures, consider other cultural models and theories, and a more extensive set of personal, organizational and relational factors.Practical implicationsEmployee preferences for leader empowerment behaviors are more likely the result of the interplay, exchange and trade-offs between cultural, personal and organizational values. The effectiveness of employee empowerment is contingent upon well-designed training programs aligning management and worker values, goals and tasks.Originality/valueThe authors offer more realistic, objective and evidence-based insights into the cultural influences on the effectiveness of empowerment and employee cognitions towards it than the extant, conceptually and methodologically compromised, strategic cross-cultural studies.

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“…A number of studies have examined self-affirmation in the professional sphere. This is, for example, a cross-country study of psychological empowerment as mediator of the positive association between structural empowerment and work engagement [18], a study of personnel empowerment of employee [19]. In our opinion, ambition is one of the motives that determine the self-fulfillment of the individual in society.…”

Section: Introductionmentioning

confidence: 99%

Strategies for Self-Fulfillment of Ambitious Young People

et al. 2021

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The article presents the results of a comparative analysis of self-fulfillment strategies in ambitious and unambitious young people. Ambition is understood by us as the desire of a person to become a significant person and to be recognized by other people for their achievements. Self- fulfillment is a person’s empowerment of himself, his personality, his value, this desire for high appreciation and self-esteem, and the behavior corresponding to this desire. Self- fulfillment can be implemented in one of three strategies – constructive, aggressive, or in the rejection of self- fulfillment. We assumed that there would be differences in the representation of self-fulfillment on strategies among ambitious and unambitious young people. The study involved 94 young people aged 18-22 years. The majority of young people consider themselves ambitious or rather ambitious people (70.21%). Less than a third of young people consider themselves to be unambitious or rather unambitious people (29.79%). In ambitious young people, two strategies of self- fulfillment were identified – constructive self-affirmation (60.60%) and rejection of self-affirmation (39.39%). Three strategies were identified among ambitious young people – refusal of self- fulfillment (42.86%), constructive self- fulfillment (42.86%) and aggressive self- fulfillment (14.28%). There were no statistically significant differences in the representation of constructive self- fulfillment and rejection of self- fulfillment in ambitious and unambitious young people. The only difference is that aggressive self- fulfillment is presented unambitious in unholy young people and is not present in ambitious young people.

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Structural empowerment, psychological empowerment, and work engagement: A cross-country study

Cited by 114 publications

References 70 publications

Structural empowerment and work ethics influence on the work engagement of millennial nurses

Structural empowerment and work ethics influence on the work engagement of millennial nurses

Empower me or not? Influence of societal culture

Strategies for Self-Fulfillment of Ambitious Young People

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