Relationship Between Psychological Empowerment And Job Satisfaction

When it comes to worker empowerment, Chad believes that “all managers should realize no matter what industry, that when you empower your employees and give them greater responsibility you create an environment that gives employees greater job satisfaction. It has been my experience that greater job satisfaction for employees often translates into better production from the employee which is good for the company” (C. D. Cerkoney, Personal Communication, February

Empowerment, however, is not an act or physical incident. It is employees’ perception that they believe in and (actually do) control what happens to their work processes and that they are capable of controlling those processes efficiently and effectively (Holt, 2000). Stephen Covey stated that “an empowered organization is one in which individuals have the knowledge, skill, desire and opportunity to personally succeed in a way that leads to collective organizational success.”

The term motivation and empowerment is a universal concept that is hoped to work towards the good of any organization. Motivation and empowerment does not come from rewards to employees but instead, recognition, responsibility and advancement. Leaders who are effective in motivating and empowering their staff have acquired a great achievement, which can increase efficiency, and self development of skills and abilities. When employers are concerned about the welfare and needs of their staff, this provides trust among staff. The purpose of this paper is to compare motivation and

Kanter also asserts there are two power sources within an company such as 'formal' and 'informal' power which are within the leaders of the organization (Wagner et al, 2010). With formal power, the main concentration is self-governing decision making which in compasses the high profile professions and informal power arrives from developing unions and connection with coworkers(Wagner et al., 2010). Research on Kanter's model demonstrates that work contentment, dedication, credence, and low burnout are powered by all six aspects of structural empowerment (Laschinger et al.,

Competent leadership is important to establishing a climate in which empowerment can occur. Key to employee empowerment is creating an environment for positive communication, shared decision-making, and trust (Ongori & Shundra, 2008). An organization’s management must nurture employee empowerment; that is, employees must be able to recognize that empowerment is a priority in the organization.

Throughout the research, it shows specific aspects that can cause empowerment within the individual within the workplace, such as, having high self-efficacy, motivation, and positive influence. This is a key strength that empowerment has because it also focuses on the psychological empowerment of the individual to help them overcome difficult situations. The main weakness that this theoretical orientation has is that it is not a highly used theory in past research study methods. Most of the theories used are based on theories related to leadership, social theories, or coping and resiliency theories that are related to workplace stress. However, the empowerment theory is a strong concept that is relevant to the social worker and the stress that is involved within the

There will be items provided on how psychological empowerment, empowers employees for what they want in a job or position with an Organizational. Furthermore, positive psychology is being used in businesses to address the strengths in employees to address workplace.

In the abstract, the researcher summarizes the main features such as the concept of empowerment and the significant factors that influence it. The results of this quantitative study are also described to be consistent with many other studies, finding that key elements to nurse empowerment are job satisfaction and organization commitment.

Empowerment is the best way to promote a good long-lasting employee-customer relationship (Fragoso, 1999). Empowerment can also bring certain benefits to employees of an organization. It makes the employees give more input to company improvements; it promotes higher productivity, and is a good balance between their personal and professional lives. It exercises employees’ minds to find better solutions to problems on the job and increases the employees’ potential for promotions and job satisfaction. It results in personal growth, feelings of confidence and control in themselves and their companies. It makes workers utilize their potentials and it enables them to stand behind their decisions, assume risks, participate and take actions. It is a win-win-win situation: customers benefit from employees, organization benefit from the employees and the customers, and employees benefit from higher confidence and self-esteem (Fragoso, 1999).

The concept of empowerment is of increasing interest to researchers, practitioners and citizens concerned about mental health issues. In some respects, empowerment is a new buzzword. As Edelman (1977) has noted in relation to language and the politics of human services, sometimes new language is used to describe the same old practices. Others believe that empowerment language can actually lead to raised awareness (Rappaport, 1986). Regardless, a growing number of people are searching to understand the meaning of empowerment and ways it can be used to change their settings and lives.

Empowerment is based on the idea that giving employees skills, resources, authority and opportunity, as well as holding them responsible for their own actions, will contribute to their competence and satisfaction. ' http://mystarjob.com/articles/story.aspx?file (last accessed 3/12/13)

Those who did not feel in control of their working lives were much more likely to report a sense of powerlessness in their organisation; much less likely to feel loyal to their organisation or that their organisation was loyal to them. They were also significantly less likely to recommend their organisation as a place to work; to want to leave their organisation; to feel that they were being exploited by their organisation and that

Leaders should know that the key to a successful organisation is using empowerment at all levels. These leaders not only inspire those around them, they empower those individuals to step up and lead. They are capable to attract talented people and match the employees’ activities with shared goals, as they empower others on their team to lead by taking greater challenges which gave the employees a deep inner satisfaction (George et al., 2007). It is important for leaders to empower their people as successful leaders gain more power through empowerment (Hackman & Johnson, 2004). However, in one of our research we noticed that too often the management empower their employees for the wrong reason.

In the past decade, business practitioners and organizational researchers have attached concept of empowerment in the workplace. Even, until at present, the literature has lacked unity on a definition or operationalization of empowerment in the workplace. In summary, empowerment is the management behavior where managers share with the rest of the organizational members their impact in the decision-making procedure that is to say, the cooperation in the decision making process is not whereabouts to the position with formal capacity with particular characteristics such as information systems, training, rewarding, power sharing, leadership style and organizational culture are concerned. Empowerment is an aspect, a technic and an appeal which mark more contribution of labors.

The candidates committed to the organization coupled with the willingness to work beyond the scope of work makes them ideal candidates for empowerment. Empowered employees work in concert with the organizational mission as management recognizes their ability and gains further trust in employee’s capability for sound decision-making and respect for boundaries. Empowered employees are problem solvers and are keen on the organization’s goals as objectives. A manager will choose an empowered employee because he or she takes initiative on projects and is capable of providing innovative ideas that can enhance productivity and product improvements. According to Anderson (2011), empowered employees tend to take more responsibility in their work knowing that what they produce effects the success and profitability of the organization. Managers identify empowered employees as assets to the organization and instrumental in achieving successful outcomes. Managers empower employees who they trust to follow specific instructions and effectively communicate organizational protocols. The empowered employee is an intrinsically motivated team builder not afraid to take controlled risks and assume responsibility.