Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: an empirical study

By I. Ugboro, K. Obeng. 2000

550 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/99fc1f39298db0abc95bd5723e73cf55e426ac47

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Linking leadership empowerment behavior to employee attitudes and behavioral intentions: testing the mediating role of psychological empowerment (2011, background): “…research has evidenced that transformational and charismatic leadership (Kark, Shamir & Chen, 2003; Thomas & Velthouse, 2001; House, 1977) and managerial roles (Ugboro & Obeng, 2000) are related to some facets of psychological empowerment such as self-efficacy perceptions and self-esteem.”
Employee Empowerment and Job Satisfaction in the U.S. Federal Bureaucracy (2015, unknown): “…and job satisfaction (Davies, Laschinger, & Andrusyszyn, 2006; Fulford & Enz, 1995; Kuokkanen, Helena, & Katajisto, 2003; Lee et al., 2006; Sarmiento, Laschinger, & Iwasiw, 2004; Savery & Luks, 2001; Seibert, Silver, & Randolph, 2004; Ugboro & Obeng, 2000; Wright & Kim, 2004; Wu & Short, 1996).”
Impact of employee empowerment on organizational commitment through job satisfaction in four and five stars hotel industry (2021, background): “Ugboro & Obeng (2000) informed that less empowerment decreases the satisfaction of employees at their jobs.”
The impact of employee satisfaction on customer satisfaction: Theoretical and empirical underpinning (2020, background): “On the other hand, unsatisfied employees, often do not perform effectively by showing understanding when serving customer needs and in responding to their requests appropriately (Ugboro & Obeng, 2000).”
The effect of people-related TQM practices on job satisfaction: a hierarchical model (2010, background): “Studies in both TQM and HRM fields have shown that empowerment is positively related to job satisfaction (Blackburn and Rosen 1993, Spreitzer et al. 1997, Ugboro and Obeng 2000, Seibert et al. 2004).”
Empowerment effects across cultures (2007, background): “Similarly, Ugboro & Obeng (2000) report that empowered employees have higher levels of job satisfaction and performance primarily because of their involvement in goal setting and in making decisions that affect their work.”
The effect of TQM practices on employee satisfaction and loyalty in government (2010, background): “The papers in Ugboro and Obeng (2000) provide extensive discussions, and top management leadership and employee empowerment are considered two of the most important principles of TQM.”
The structural relationship between TQM, employee satisfaction and hotel performance (2017, unknown): “…studies by 1263 TQM and employee satisfaction D ow nl oa de d by K IN G S A U D U N IV E R SI T Y A t 0 0: 52 3 0 A pr il 20 17 ( PT ) Sadikoglu and Zehir (2010), Hsu and Wang (2008), Jun et al. (2006), Ugboro and Obeng (2000), Silvestro (2002), Prajogo and Cooper (2010) and Shieh and Wang (2006).”
An Investigation of Factors Affecting Job Satisfaction (2007, background): “Incremental management in organizations, operational goals, and the necessity of innovative acceptance has made job satisfaction another concern (Ugboro & Obeng, 2000).”