Performance consequences of psychological empowerment
By M. Tuuli, Steve Rowlinson. 2009
100 citations recorded by the source corpus.
The relationship between psychological empowerment and job performance, and whether three intermediate performance determinants; motivation, ability, and opportunity to perform hold the key to unlocking the empowerment-performance relationship dilemma are addressed. Using hierarchical linear modeling to analyze responses from 380 project management-level staff, the results show that psychological empowerment not only has direct and positive performance consequences, but also indirect effects, mediated by intrinsic motivation, opportunity to perform and ability to perform. The findings provide preliminary evidence in support of a comprehensive model of work performance that takes into consideration not only motivation and ability but opportunity to perform. Indeed, opportunity to perform actually emerged as a stronger mediator in the psychological empowerment-contextual performance behaviors relationship than ability to perform. The findings of both direct and indirect relationships however demonstrate that the relationship between empowerment and performance is more complex than previously thought. Yet, by demonstrating that empowered employees exhibit positive performance behaviors, psychological empowerment clearly emerges as a valuable path for organizations to pursue in their search for performance improvement in project settings.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/66de58ca06e7ba037d3b7a83ee0f8302fb3fc8d3
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In Management Information Systems
In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Deconstructing AMO framework: a systematic review (2016, background): “Either to examine the impact of these practices on organizational climate (Guerci et al., 2015), and job satisfaction (Ming et al., 2014), or for exploring the mediating effect of these practices between empowerment and performance behaviors (Tuuli & Rowlinson, 2009).”
- The Influence of Organizational Commitment on Omani Public Employees’ Work Performance (2017, background): “…culture trait, social structure and psychological empowerment, and employee work engagement (Ali et al., 2014; Dvir et al., 2002; Givens, 2011; Joo and Lim, 2013; Jose and Mampilly, 2014; Lee et al., 2007; Manaf and Latif, 2014; Miao et al., 2012; Tuuli and Rowlinson, 2009; Yıldız et al., 2014).”