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Psychological Empowerment and Commitment Rama Krishna

Psychological Empowerment and Commitment Rama Krishna



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study on psyhcological empowerment and commitment
study on psyhcological empowerment and commitment

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Published by: vsource.hcm on Dec 13, 2007
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Psychological empowerment and organizational commitment: An empiricalstudy of software programmers in India
First AuthorDr. Y Rama Krishna
Head, Dept. of Business ManagementAristotle Post Graduate CollegeII floor, Diamond HouseHimayathnagar, HyderabadAndhra Pradesh, India – 500 029.Ph. +91-40-3022 8744Ph + 91-40-2712 2648Ph 98496 39393yramphd @yahoo.com
Psychological empowerment and organizational commitment: An empiricalstudy of software programmers in India
This study examines the validity and reliability of Menon’s (2001) psychological empowermentinstrument in a culturally diverse Indian context. It also examines the invariability of theinstrument amongst male and female groups. Furthermore, the study examines the relationship between individual dimensions of psychological empowerment, and affective and normativecommitment. Empowered employees are hypothesized to exhibit higher levels of commitment.Two hundred and thirty five software programmers completed the Menon’s psychologicalempowerment and Meyer and Allen’s commitment questionnaires. Contrary to Menon’s findings,in Indian context Perceived Competence emerged as first factor followed by goal internalization,and perceived control in principal component analysis. Confirmatory factor analysis (CFA)revealed the factor structure similar to the one reported by Menon (2001). CFA also confirms theinvariability of the instrument among male and female groups. Results suggest a significant and positive relationship among psychological empowerment, affective commitment and normativecommitment. However, no significant relation was found between perceived competencesubscale and affective commitment. Implications of theory and practice are discussed.
In recent years, the concept of empowerment has become a buzzword in management circles andgained prominence as an individual level initiative. Its origins are in issues raised in the era of employee involvement symbolized by participative management, managerial practices such asemployee self-management (Shipper & Manz, 1992), and sharing power and responsibility withteam members (Conger & Kanungo, 1988). “Yet, until recently, the literature has lackedconsensus on a definition or operationalization of empowerment in the workplace” (Spreitzer,Kizilos, and Nason, 1997). Spreitzer (1995a) for the first time developed and validated a multi-22
dimensional measure of psychological empowerment in a work context. Several empiricalstudies were conducted using Spreitzer multi-dimensional construct to measure psychologicalempowerment. Menon (2001) developed and validated another multi-dimensional measure of  psychological empowerment “as a logical next step in the research direction suggested byConger and Kanungo (1988).” Despite of these multiple measures, a little empirical work has been done on empowerment. Furthermore, there has been little rigorous research on itsantecedents, and its consequences (Menon, 2001).
DefinitionsPsychological Empowerment
A working definition of psychological empowerment can be proposed as follows: the psychologically empowered state is a cognitive state characterized by a sense of perceivedcontrol, competence, and goal internalization. Empowerment is thus considered a multi-facetedconstruct reflecting the different dimensions of being psychologically enabled, and is conceivedof as a positive additive function of the three dimensions.
Perceived Control
includes beliefs about authority, decision-making latitude, availability of resources, and autonomy in the scheduling and performance of work, etc.
Perceived Competence
reflects role-mastery, which besides requiring the skillfulaccomplishment of one or more assigned tasks, also requires successful coping with non-routinerole-related situations.
Goal Internalization
dimension captures the energizing property of a worthy cause or excitingvision provided by the organizational leadership.
Affective Commitment (AC)
: The degree of an employees emotional attachment to,identification with, and involvement in the organization (Allen & Meyer, 1990). AC is defined asthe employee's emotional attachment to the organization. As a result, he or she strongly identifies33

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