a goal or a belief that their actions are influencing. (Ashforth, 1989). It therefore reflects the perceived behavior that as making a difference within the work environment (Thomas and Velthouse, 1990). Theoretical review and Outcomes of Psychological Empowerment Table 3: Source Purpose PE Outcomes 1 Jaleh Ferzaneh et al,2014 Investigate the effect of perceived fit on organizational citizen ship behavior. 412 employees of Iran Northeast Gas transfer company. Moderator Variable Psychological empowerment is positively acted as a moderator on the relationship. 2 Zeynep Oktug, 2013 Examing the mediating effects of employee perceptions on psychological empowerment on the relationship of 120 employees in different working sectors Mediating variable Organizational identification and work engagement has positive significant relation with psychological empowerment. Therefore, it partially mediates the
organizational identification and work engagement. relationship of organizational identification and work engagement. 3 Fahad Malik et al,2013 Clarifying the role of psychological empowerment and employees’ commitment with the organization 280 employees from selected telecom sector of Pakistan. Independent variable Psychological empowerment enhances commitment. 4 Parminder kaur,2013 Analyzing the empowerment mediating the relationship of transformational leadership and follower’s vision in life and positive self esteem. 200 managers of large organization in India Mediating Variable Transformational leadership enhances the follower’s vision in life and positive self-esteem when empowerment in mediating.
5 Ruta et.al, 2012. Clarifying the meaning of empowerment and determining the role in HRM Practices (Organizational outcomes (Psychological empowerment, Job satisfaction & affective commitment) linkage. Survey of 211 employees at 30 upscale hotels in Lithuania. Direct and mediating variable. Organizational Empowerment is significantly related to Psychological empowerment. Psychological Empowerment acting as a mediating factor (along with affective commitment) for organizational empowerment and customer-oriented behavior. 6 Chenwei et al,2012 Examine the mediating role of procedural justice and interactional justice on the relationship of moral leadership Self report survey of 241 subordinates at clothing companies in southern mainland china Dependent Variable Moral Leadership is significantly related to psychological empowerment facets. Whereas mediation results showed that, the moral contact
and 4 facets of Psychological empowerment leadership is not related to meaning, impact and competence when procedural justice is introduced into the equation. The moral leadership is not related to when the interactional justice is introduced into the equation. 7 Linjuan Rita Men & Don W.Stacks, 2012 Investigate the impact of organizational leadership style and employee empowerment on employees’ perception of organizational reputation. 700 employees at different levels of positions from diverse works units of a fortune 500 company in the USA. Mediating variable Through empowerment, the transformational leadership positively influenced the organizational reputation.
8 Zahrani et al,2012 Investigating the impact of antecedents of supporting organizational innovation on constructs of psychological empowerment 249 employees working at Jordanian & Saudi industrial corporations. Dependent variable Employee participation, training development, organizational culture, incentives, leadership pattern & team work are significantly related to the psychological empowerment. 9 Sajid et al, 2011 Determine the casual relations between organizational justice, psychological empowerment, organizational commitment, job satisfaction and organizational citizenship behavior by examining the 378 universities educational experts Independent variable Psychological empowerment directly and positively related with job satisfaction and organization commitment.
mediating role of job satisfaction and organizational commitment. 10 Stander et al,2010 Examine the relationship between psychological empowerment, job insecurity and employee engagement. 442 employees in a govt and a manufacturing organization. Independent variable Affective job insecurity had a main effect on 3 dimensions of psychological empowerment (competence, meaning & impact) & employee engagement. Therefore, psychological empowerment interacted with affective job insecurity to affect employee engagement. 11 Anne et al,2009 Find out the consistency in transactional and transformational leadership with 230 employees of a Govt agency in the Netherlands combining Moderating variable Transformational leadership was positively related to follower innovative behavior only when psychological
innovative behavior when psychological empowerment moderates. multisource ratings. empowerment is high. However, transactional leadership was negatively related to under these conditions. 12 Marcus M.Butts et al,2009 Examine the individual responses to HIWP while focusing on the possible intervening role of empowerment and moderating effect of POS 1723 employees at 21 retail centers located in southeastern United states. Mediating variable Empowerment has a strong positive relationship with employee outcomes such as organizational commitment, job performance and job stress when POS is high rather than low. It also mediates the relationship of HIWP and other outcomes. 13 Sumi & Find out the influencing factors of locus of control, job characteristics & superior- subordinate relationship on 319 frontline employees of five-star hotels located in the city Mumbai. Dependent Variable Locus of control, job characteristics & variables positively related to psychological empowerment.
the Psychological empowerment. 14 Jyotsna Bhatnagar, 2007. Examining the linkages of organizational commitment, strategic hr roles, psychological empowerment as well as organizational learning capability. 640 Indian managers Predicting Variable The research proves that the psychologically empowered climate, the strategic HR roles facilitates the organizational learning capability that leads to higher commitment. 15 James B.Avey et al,2007 To hypothesis and to study the conceptual model linking concepts of leadership and positive organizational behavior 341 working adults Mediating variable Transformational leadership and positive psychological capital are related to empowerment. Empowerment is significantly related to intensions to quit but not to employee cynicism.
16 Melinda J.Moye et al,2006 Find out the relationship between empowerment & trust 2000 salaried employees at a fortune 500 manufacturing organization in USA Independent variable Employees who found to be empowered tend to have higher interpersonal trust in their managers. Meaning, and impact are significantly related to trust. However, competence has negative impact. 17 Ruta Determine the level of employee organizational commitment as well as their empowerment that stimulating employee commitment as well as the interrelationship between employee 211 customer employees of Lithuanian hotels Mediating variable Employee empowerment fosters the organizational commitment. If there is a raise in level of employee empowerment and commitment, which in turn can lead to a decrease in employee turnover. kazlauskaite
commitment and empowerment 18 Sally A. Careless, 2004 Test the relationship of psychological climate and job satisfaction when empowerment mediates 174 customer service employees Mediating Variable Empowerment is successfully mediating the relationship. Meaning and competence contributing more for mediating. 19 Bruce J.Avolio et al,2004 Test the mediating effect of psychological empowerment on the relationship of transformational leadership and organizational commitment. 520 staff nurses at a large public hospital, Singapore. Mediating Variable Psychological empowerment is significantly related to organizational commitment. Result found that the psychological empowerment mediating the relation also. 20 Scott E.Seibert et al,2004 Proposed a construct, empowerment 301 employees at 100 fortune manufacturer ,USA Mediating variable. Psychological empowerment mediated the relationship of empowerment climate and
climate, tested a multiple level model that integrating the macro and micro approaches to empowerment. individual performance and job satisfaction. 21 Siegall & Susan et al,2000 Examining the relationship between 4 contextual factors of empowerment related to 4 components of psychological empowerment 203 employees from a manufacturing firm. Dependent variable The contextual factors like communication with supervisor and general relations are significantly with meaning, and impact. However, not with the competence. Teamwork is related to meaning and impact. Concern for performance is related to meaning & self-determination.
18. HACKMAN, J. R. & OLDHAM, G. R. (1980) Work Redesign, Addison-Wesley, Reading, Mass. 19. JYOTSNA BHATNAGAR, (2007) Predictors of Organizational Commitment in India: Strategic HR Roles, Organizational Learning Capability and Psychological Empowerment, International Journal of Human resource Management, 18(10), 1782-1811. 20. JAMES B.AVEY, , , , (2008) Using Positivity, transformational leadership and Empowerment to Combat Employee Negativity, Leadership & Organizational Development Journal, 29(2), 110-126. KANTER, R. M. (1977) Men and Women of the Corporation, 1st Edn. Basic Books, New York. 22. LAWLER, E. E. (1973) Motivation in Work Organizations, Brooks/Cole, Monterey, California. 23. LINJUAN R.MEN & DON W.STACKS (2013), The Impact of Leadership Style and Employee Empowerment on Perceived Organizational Reputation, Journal of Communication Management, 17(2), 171-192. 24. MARC SIEGALL & SUSAN GARDENER, (2000) Contextual Factors of Psychological Empowerment, Personal Review, 29(6), 703-722. 25. MARCUS ,BUTTS.M ,VANDENBERG, ROBERT J. DEJOY, DAVID M.,SCHAFFER, BRYAN S., WILSON, MARK G. (2009) Individual Reactions to High Involvement Work Processes: Investigating the Role of Empowerment and Perceived Organizational Support, Journal of Occupational Health Psychology, 14, (2), 122-136.
42. THOMAS, K. W. & VELTHOUSE, B. A. (1990) Cognitive Elements of Empowerment: An Interpretive Model of Intrinsic Task Motivation. Academy of Management Journal, 15 (4), 666-681. 43. UMIKER, W.D., (1992),’Empowerment: the Latest Motivational Strategy”, Health Care Supervisor, 11(2), 11-16. 44. VON DRAN, G.M. (1996),” Empowerment and the Management of an Organizational Project “, Project Management Journal, 12-17. 45. ZEYNEP OKTUG,2013 Psychological Empowerment: It’s Mediating Effect on the Relationship between Organizational Identification and Work Engagement Proceedings of 22nd International Business Research Conference Melia Galgos Hotel, Madrid, Spain, 9 - 10 September 2013, ISBN: 978-1-922069-30-6.