Psychological empowerment, job insecurity and employee engagement

By Marius W. Stander, S. Rothmann. 2010

249 citations recorded by the source corpus.

Orientation: The psychological empowerment of employees might affect their engagement. However, psychological empowerment and employee engagement might also be influenced by job insecurity. Research purposes: The objective of this study was to examine the relationship between psychological empowerment, job insecurity and employee engagement. Motivation for the study: Employee engagement results in positive individual and organisational outcomes and research information about the antecedents will provide valuable information for the purposes of diagnosis and intervention. Research design, approach and method: A correlational design was used. Survey design was conducted among 442 employees in a government and a manufacturing organisation. The measuring instruments included the Psychological Empowerment Questionnaire, the Job Insecurity Inventory, and the Utrecht Work Engagement Scale. Main findings: Statistically significant relationships were found between psychological empowerment, job insecurity and employee engagement. A multivariate analysis of variance showed that affective job insecurity had a main effect on three dimensions of psychological empowerment (viz. competence, meaning and impact) and on employee engagement. Affective job insecurity moderated the effect of psychological empowerment on employee engagement. Practical implications: The implication of the results is that interventions that focus on the psychological empowerment of employees (viz. meaningfulness, competence, self-determination and impact) will contribute to the engagement (vigour, dedication and absorption) of employees. If job insecurity is high, it is crucial to attend to the psychological empowerment of employees. Contribution: This study contributes to knowledge about the conditions that precede employee engagement, and shows that the dimensions of psychological empowerment (namely experienced meaningfulness, competence, impact and self-determination) play an important role in this regard.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e8aba669a6623d98e4127efa505d84d8179fe243

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership (2011, background): “When employees are involved in their tasks they feel psychological empowerment (Stander and Rothmann, 2010).”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, background): “Studies (e.g., Greco, Laschinger, & Wong, 2006) found that leader empowering behaviors predict psychological empowerment and that psychological empowerment predicts work engagement (Stander & Rothmann, 2010).”
Relationships Among Perceived Supervisor Support, Psychological Empowerment and Employee Engagement in Indian Workplaces (2015, background): “It involves a sense of progression toward a goal and individuals’ belief that their actions are making a difference in their organizations, which contributes to engagement (Stander & Rothmann, 2010).”
Do job resources affect work engagement via psychological empowerment? A mediation analysis (2013, background): “Based on this, some authors have proposed that psychological empowerment may be an important predictor of work engagement (Bhatnagar, 2012; Kimura, 2011; Stander & Rothmann, 2010).”
Positive organisation : the role of leader behaviour in work engagement and retention : original research (2011, result): “This is substantiated in the findings of Stander and Rothmann (2010) who found that psychological empowerment was a statistically significant predictor of employee engagement.”