The Influence of Empowerment and Job Enrichment on Employee Loyalty in a Downsizing Environment

By B. Niehoff, R. H. Moorman, Gerald L. Blakely, J. Fuller. 2001

278 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f4bef6f49ffab33a1355898701aeb5b8465d040c

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Untangling Employee Loyalty: A Psychological Contract Perspective (2007, background): “The role and limits of loyalty have also featured prominently in debates about issues such as downsizing (Hecksher 1995; Stroh and Reilly 1997; Clancy 1999; Orlando 1999; Niehoff et al. 2001) and whistleblowing (Larmer 1992; Duska 2001; Vandekerckhove and Commers 2004).”
To stay or to go: voluntary survivor turnover following an organizational downsizing (2002, unknown): “Without this sense of trustworthiness, survivors may become cynical and withdraw, feeling less attached and fearful for their own job (Niehoff et al., 2001).”
The effects of leadership satisfaction on employee engagement, loyalty, and retention in the hospitality industry (2019, background): “This includes taking pride in being a part of an organization and speaking positively about the organization to others (Niehoff et al., 2001).”
The effects of employee empowerment on employee job satisfaction: A study on hotels in Turkey (2011, background): “In order to find out the managerial empowerment activities (behavioral empowerment) the empowerment scale developed by Niehoff et al. (2001)”
Organizational Commitment, Job Redesign, Employee Empowerment and Intent to Quit Among Survivors of Restructuring and Downsizing (2006, background): “Very few (Iverson and Pullman, 2000; Niehoff et al., 2001; Spreitzer and Mishra, 2002) have studied the relationship between empowerment, job enrichment and survivors' organizational commitment, loyalty voluntary turnover.”
Psychological empowerment and its relationship to trust in immediate managers. (2007, background): “…effective problem solving (as well as problem prevention) and increased coordination between functions (e.g., Spreitzer, 1995; Fulford and Enz, 1995; Klagge, 1998; D'anunzio and McAndrew, 1999; Siegal and Gardner, 2000; Sigler and Pearson, 2000; Niehoff et al., 2001; Alan and Sashkin, 2002).”
Job uncertainty and personal control during downsizing: A comparison of survivors and victims (2005, background): “…of research has examined factors that influence employee adjustment to downsizing, including job insecurity (Armstrong-Strassen, 1998; Hellgren & Sverke, 2003; Hellgren et al., 1999), work ethic (Brockner et al., 1988), empowerment (Niehoff et al., 2001) and workload (Greenglass & Burke, 2000).”
Empowering behaviour and leader fairness and integrity: Studying perceptions of ethical leader behaviour from a levels-of-analysis perspective (2009, background): “Several studies have addressed leader behaviours and managerial practices that empower followers such as assuring followers of their competency and providing them opportunities for success or allowing them influence on decisions and room for experimentation (eg, Behling & McFillen, 1996 ; McCann, L”