A longitudinal analysis of the impact of workplace empowerment on work satisfaction

By H. S. Spence Laschinger, J. Finegan, Judith Shamian, P. Wilk. 2004

603 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8d367dfcd16d2fdfbeb820bec414ed1d63b7c9b2

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

The effects of employee empowerment on employee job satisfaction: A study on hotels in Turkey (2011, methodology): “In order to find out the managerial empowerment activities (behavioral empowerment) the empowerment scale developed by Niehoff et al. (2001) was used.”
Pay Satisfaction, Job Satisfaction and Turnover Intent (2010, background): “Given that the potential number of job satisfaction factors is probably limitless, we selected four items that are recognized in the research as being of vital importance for nurses’ job satisfaction (Kleinman, 2004; Laschinger et al. , 2004; Shields and Ward, 2001).”
Attention as the Mediator Between Top Management Team Characteristics and Strategic Change: The Case of Airline Deregulation (2006, result): “Our use of change scores for our independent and control variables is consistent with prior studies (e.g. Feitler et al. 1998, Laschinger et al. 2004).”
We the Leaders: In Order to Form a Leaderful Organization (2005, background): “The vestiges of traditional leadership are gradually eroding as managements experiment with more participative processes, such as employee involvement (EI) and empowerment (Spreitzer, 1995; Laschinger et al., 2004; Seibert, Silver, & Randolph, 2004).”
Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, background): “The authentic leaders namely respect their followers who consequently feel their work hasmoremeaning and are intrinsically motivated, which in turn stimulates their innovative behaviour (Krishnan, 2012; Laschinger et al., 2004; Denti, 2013).”
Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “, 2004); HRM practices and organizational commitment in not for profit organizations (Alatrista and Arrowsmith, 2004), as well as empowerment and organizational commitment (Laschinger et al., 2004).”
Nurse turnover: a literature review. (2006, methodology): “Laschinger et al. (2004) used a longitudinal predictive design to test a model linking changes in structural empowerment (opportunity, information, support, resources, formal power, and informal power) and psychological empowerment (meaningful work, competence, autonomy, and impact) to changes in…”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “, 2004), the UK ( Holdsworth and Cartwright, 2003), Australia (Carless, 2004), and Canada (Laschinger et al., 2004).”
Influence of psychological empowerment on affective, normative and continuance commitment (2011, background): “In other words, psychological empowerment represents a reaction of employees to structural empowerment conditions, according to Laschinger et al. (2004)”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “789) year period, which is in line with estimates reported in previous studies of similar constructs (e.g. Bommer et al., 2005; Fugate et al., 2002; Laschinger et al., 2004) and supports the idea that studying change in these constructs requires relatively long”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “It is noteworthy, however, that the vast majority of prior research on empowerment have studied organisational and psychological forms of empowerment in isolation, with the exception of Klidas (2001), Seibert et al. (2004), and Laschinger et al. (2004).”
Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction (2012, positive): “Jane [18], Laschinger [19], Chang [20] and many other scholars’ studies reveal the positive effect of empowerment behavior in servant leadership on employee satisfaction.”