Chapter 2

Introduction:

As was said up front, this research will center on the idea of

psychological empowerment. Individuals need a certain level of
psychological empowerment in order to feel that they have some say over
their working conditions. The psychological viewpoint is concerned with
how workers perceive their jobs, as opposed to how those jobs are
structured. From this vantage point, empowerment is defined as each
worker's unique set of assumptions about his or her place within the
larger business. Finding purpose in one's work requires a harmony
between one's own values and goals and the requirements of one's job.
Having confidence in one's capacity to carry out one's job duties
competently is what we mean when we talk about competence. One's
ability to initiate and control their own behaviour is a key component of
self-determination. Having agency is feeling like you have a say in how
you approach and carry out your task. One's impact in the workplace is
measured by how much they are able to affect strategic, administrative, or
operational results. (Bakker, A.B., & Demerouti, E. 2008)

Previous scholars and practitioner's researches have articulated various

meanings, concepts, and structure of psychological empowerment, which
Arsiah (2006) discusses. These include: empowerment as construct in
terms of self-efficacy; empowerment to a process whereby an individual's
belief in their self-efficacy is enhanced; empowerment through the
leader's behaviour; and empowerment as increased intrinsic motivation.
(Arsiah Bahron, 2006)

Several studies have demonstrated a favourable correlation between job

satisfaction and self-determination at work. Results showed that workers
who have greater control over their work environment report higher
levels of job satisfaction. The theoretical case for meaningfulness'

2
positive association to work satisfaction is the strongest of the four
empowerment characteristics. it became clear that a person's sense of
purpose at work is crucial to his or her happiness on the job. On the other
hand, research has connected a lack of significance in one's work to
disinterest in one's employment and, by extension, poorer job satisfaction.

Some elements of psychological autonomy do not correlate positively

with other factors. Only the influence and self-determination dimensions
are correlated positively with loyalty to an organisation. However, the
relationship between psychological empowerment and organisational
performance differs depending on whether one is in a managerial or non-
management position. (Albrecht, S.L., & Andreetta, M. 2011)

Management staff members' dedication was shown to rise after receiving

psychological empowerment, as reported. Inadequate training, a
resistance to empowerment, and a lack of authority awareness pose
challenges for non-management staff members who experience negative
effects from psychological empowerment. The desire to depart also
correlates highly with feelings of autonomy. Employees who felt they
could make a difference in the company were less likely to depart. We
administered a questionnaire to the technical, professional, and
management staffs at a private general hospital in a large western
metropolitan region.

Organizational commitment is the identification of an individual with an

organisation, the adoption of the organization's values and objectives, and
the readiness to make significant personal sacrifices in service to the
organisation. Loyalty and interest in contributing to a group are hallmarks
of a committed member. The years have led to a more nuanced and
developed definition of organisational commitment. As a fundamental

3
work attitude that controls how workers think about and act on the job, it
has been the subject of much research. Career (Fairlie, P. 2011)

Research suggests that a strong sense of corporate commitment might

serve as a springboard for dedicated behaviour by employees and reduce
absenteeism and attrition. Therefore, leadership should make employee
dedication to the company a top priority. Previous research has mostly
focused on establishing a connection between organisational commitment
and other work-related behaviours including turnover, absenteeism,
performance on the job, and even intention to quit. Psychiatry technician
turnover is strongly correlated with levels of organisational commitment.
A person's dedication to their company is predictive of how long they
remain there. (Albrecht, S.L., & Andreetta, M. 2011) Employees with less
dedication are more likely to quit their jobs shortly. An employee's degree
of dedication to the company may be seen as an indicator of whether or
not they will remain with the company for a longer period of time.

A Psychological Definition of Empowerment

According to Byham (1992) “empowerment is a feeling of job ownership

and commitment brought about through the ability to make decisions, be
responsible, be measured by results, and be recognized as a thoughtful,
contributing human being rather than a pair of hands doing what others
say.” This results in the individual taking initiative in the interest of the
organization without being nudged, prodded or micro managed just like a
business owner would .

Khong et al. (2013) posits that, “the word ‘empowerment’ has two
unique meanings. First, it means investing authority in a role or person
and secondly it means enablement” (p.4863). empowerment has been
used to describe a variety of interventions as well as the presumed effects

4
of the interventions themselves on workers. They suggest that the term
empower be defined from the perspective of motivational processes thus
providing research path to study the effects and mechanism of different
empowerment interventions. (Khong, K. W., Onyemeh, N. C., & Chong,
Y. L. 2013)

From these criteria, we can infer that companies concerned with

comprehensive quality management adopt strategies like power and
resource delegation to inspire their workers to make informed choices
about product quality (Ugboro and Obeng, 2000). The authors Blenko et
al. (2010) argue that an organization's structure should reveal who makes
the decisions. The three example organisations analysed in this thesis may
seem to have a traditional organisational chart with upper-level
management located above their direct subordinates, but they are really
set up in a way that allows them to reap the benefits of both a centralised
and decentralised structure. This combination is known as a matrix
structure, and it organises employees into teams based on the expertise
they bring to the table as well as their position in the organisational
hierarchy. Although some have claimed that hybrid structures
theoretically have an unclear chain of command, in fact they have several
benefits (Hopkins, 2012). Hybrid designs provide for quicker reactions to
new developments and possibilities, more resource sharing, greater
adaptability, and more effective communication. Employee performance
is said to have increased thanks to the framework.

inspiration and empowerment that results from collaborative decision

making, leading to a more engaged and invested workforce in achieving
the organization's objectives. Since the matrix structure is flatter,
managers may participate in and learn more about business operations.

5
Staff in a matrix approach are held responsible through both functional
and asset management hierarchies, while a decentralised model allows for
less responsibility. Hopkins (2012) argues that this kind of shared
responsibility delays decision making and earns the label "clunky" from
its detractors. However, its proponents insist that it provides the best
features of both decentralised and centralised structures. Therefore,
although a decentralised approach may be appropriate for businesses
engaging in less risky operations, it is unsuitable for the oil and gas sector
(Hopkins, 2012). Many international oil and gas corporations have
embraced the hybrid organisational structure.

Psychological Empowerment:

In this study, we will examine the concept of psychological empowerment

(PE). An individual's level of PE may be defined as their "cognitive state"
when they feel in charge, competent, and have internalised their own goals.
Thus, PE is viewed as a multi-faceted construct reflecting the various aspects of
psychological empowerment, and is conceived of as a positive integrate of
perceptions of personal control, an active approach to life, and a critical
understanding of the socio-political environment based on a social action
framework that incorporates community change, capacity building, and
collectivity. (Benevene, P., Dal Corso, L., De Carlo, A., Falco, A.,
Carluccio, F., & Vecina, M. L. 2018)
Researchers have interpreted empowerment as having the following goals:
(Bakker, A.B., & Demerouti, E. 2008) (Jose & Mampilly, 2014)
1. Acquiring the capacity to acquire and manage material and non-material
resources and to deploy them effectively in order to affect decision
outcomes.
2. Developing the capacity to access and influence decision-making
processes on many levels (household, community, national, global)

6
 in order to guarantee that one's interests are properly represented
(also known as gaining a "voice"). (Typically, the development of
local groups is required to promote collective action.)
3. Gaining an understanding of prevailing ideologies and the type of
dominance to which one is exposed in order to uncover one's identity
and, eventually, to acquire the capacity to autonomously select and
act upon one's choices.
4. Developing the capacity to have faith in one's own talents in order to act
with assurance.

Despite the goals and expectations of many empowerment initiatives, the fact
is that true empowerment has not yet been reached. This failure to attain the
intended objectives may be attributable to the lack of psychological
empowerment of the population (especially the young), and an effort to resolve
this issue has prompted a debate of this sort; on psychological empowerment.
(Bakker, A.B., & Demerouti, E. 2008)

self-efficacy as a kind of motivational empowerment. It has become clear

from studying the literature that empowerment is complex and has no
one, all-encompassing definition. They used a broader concept of
empowerment, such as an increase in intrinsic work motivation. Meaning,
competence (which is identical with Con- ger and Kanungo's self-
efficacy), self-determination, and effect are four cognitions that represent
an individual's orientation to their job position and are all manifestations
of motivation. Assumptions. It would be helpful to make certain implicit
assumptions about this notion of empowerment clear. To begin,
empowerment is not a quality of character that can be applied to different
contexts; rather, it is a collection of beliefs formed by one's working
conditions. This fluctuation in how individuals see themselves in relation

7
to their workplaces is reflected in their levels of empowerment. Second,
empowerment is not a binary concept; rather, persons might be seen as
more or less empowered. Third, empowerment is task-specific, rather
than a universal concept that can be applied across domains of life. This
study creates a work-based measure of psychological empowerment as an
organization-based alternative to existing worldwide measures of self-
esteem (Zim- merman, in press). (Shuck, B., Reio, T.G., & Rocco, T.S.
2011)

According to Beer (2003), there are three basic areas in which

empowering workers may lead to favourable outcomes. When individuals
are given the authority to make their own judgments, it enables them to
act and deliver outcomes in a more timely manner, which is an important
talent to possess in an unpredictable work environment. In uncertain
environments, empowerment is critical to the success of businesses. Beer
(2003) contends that a supportive environment is necessary for creativity
to flourish. People are more likely to come up with creative solutions to
problems when they are allowed the freedom to pursue their own
interests, which may lead to a competitive edge and a more secure future.
This is because people are more likely to come up with creative solutions
to problems when they are given the freedom to pursue their own
interests. The worker who is driven has a stronger feeling of their own
value and empowerment. (Shuck, B., Reio, T.G., & Rocco, T.S. 2011)

Psychological empowerment dimensions:

Meaning. A work objective or purpose's meaning is determined by how it
stacks up against the individual's personal values and principles. For a job
to have meaning, it must be a good match for the individual's values,
ethics, and habits. (Fairlie, P. 2011)

8
Competence. The confidence that one has in one's own abilities to carry
out a task successfully is what we call competence. Competence is akin to
faith in one's own power, self-assurance, and the results one may
anticipate from hard work. This trait is referred regarded as competence
rather than self-esteem since my attention was directed on competence in
the context of a certain job rather than competence in general.

Self-determination. Self-determination, as contrast to competence, refers

to the experience of being in charge of one's own conduct. Self-
determination refers to the freedom to choose one's own course of action,
both in terms of and throughout the course of one's job.

Impact. A person's impact is measured by how much they are able to

affect organisational results at the strategic, administrative, and
operational levels. The opposite of taught helplessness is impact. Internal
locus of control, on the other hand, is a universal personality trait that
remains constant across contexts, while effect is influenced by the work
setting. (Shuck, B., Reio, T.G., & Rocco, T.S. 2011)

Meaning, competence, self-termination, and influence are the four facets

of self-awareness that make up psychological empowerment. When taken
as a whole, these four ways of thinking demonstrate an aggressive, as
opposed to a passive, attitude toward one's job. By "active orientation," I
refer to a mindset in which one takes initiative to define his or her
professional identity and environment. It is believed that the combination
of these four factors produces a more robust concept of psychological
autonomy. In other words, the entire sense of empowerment will be
diminished but not eliminated if any one factor is missing. This means
that the "almost full or adequate collection of cogni- tions" for
comprehending psychological empowerment may be summed up in the
four dimensions.

9
Components of Psychological Empowerment

Many different aspects have been used to conceive and operationalize

empowerment. Here are five well-known writers' approaches on empowerment:
initially, a model of empowerment's progression through five stages, including

• Identification of organisational factors contributing to helplessness

• Methods for addressing the root causes of helplessness

• Subordinates' perception of empowerment as a result of receiving self-
efficacy knowledge; and, the behavioural repercussions of such a
perception.

Second, the cognitive model of employment, an enhancement of Conger and

Kanugo's (1988) model, establishes meaningfulness, competence, choice, and
effect as foundations of employee empowerment and creates a model that
depicts the process by which workers arrive at these.

Managers may implement empowerment via the four stages laid forth by Altizer
(1993): evaluation of employee authority level; delegating; stimulation of
creativity; acknowledgment and reward of employee activity.

Thomas and Tymon's (1993) 'empowerment inventory' model is the fourth, and
it has a four-dimensional empowerment grid that emphasises the sentiments of
choice, competence, meaningfulness, and development.
The fifth model, proposed by Spreitzer (1995), verifies and develops a
multidimensional measure of empowerment in the workplace that supports four
separate characteristics of empowerment: impact, competence, purpose, and
personal determination.

Thomas and Velthouse's (1990) approach proposes four basic criteria that have
been quoted often, indicating widespread adoption.

10
Work's significance has been variously attributed to the following three factors:

1. Job and incentive structure design, as well as other aspects of the

workplace, that contribute to an employee's sense of accomplishment and
happiness on the job.

2. Personal characteristics that influence how people interpret their jobs

psychologically.

3. Managers and coworkers contribute to an enriching social environment for

employees to develop professionally.

To put it another way, it refers to the extent to which an individual is

dedicated to their profession because of the importance that the position has
in their life. It is the employee's expression of gratitude for the work that
they do. Meaningful employment is predicated on the idea that each worker
possesses the autonomy to shape the meaning of their own work by making
small modifications to the task, relational, and cognitive constraints of their
position. These modifications can be made in order to give the worker more
control over the meaning of their work.

People are more inclined to give their job their very best effort when they
are aware that they are contributing to a favourable outcome. According to
this theory, employees are able to boost their productivity by directing their
efforts toward a cause that has personal significance to them. According to
the Job Characteristics Model, its foundation is the theory that "individuals
will be internally motivated to perform well when they experience the work
as meaningful, they feel they have personal responsibility for the work
outcomes, and they obtain regular and trustworthy knowledge of the results
of their work." This theory underpins the concept that "individuals will be
internally motivated to perform well when they experience the work as

11
meaningful and when they feel they have personal responsibility for the
work outcomes."

According to Thomas and Tymon (1993), meaning may be defined as the

conviction that leads a person to take positive action based on the true belief
that the individual's efforts will result in beneficial outcomes. The writers
believe that having the awareness that one is contributing to a worthy cause
and that one's efforts are having an impact is what gives one's life a sense of
purpose and meaning.

"the sense formed and the importance felt about the essence of one's being and
existence" is another definition of meaning (Steger et al., 2006, p.81).
Meaningfulness is bolstered by a job's qualities and by the satisfaction one gets
from one's work, claim Pratt and Ashforth (2003). Finding personal significance
in one's job requires weighing the demands of one's position against one's own
set of core values and principles (Sigler and Pearson, 2000).

Workplace spirituality, defined as "a particular kind of psychological climate in

which people view themselves as having an inner life that is nourished by
meaningful work and takes place within the context of a community" (Duchon
& Plowman, 2005), has also been linked to meaning (Duchon & Plowman,
2005). Since the pursuit of meaning is central to who we are as human beings,
they claim, the two concepts must be related. "a particular sort of work emotion
that energises behaviour," as defined by Dehler and Welsh (1994). Former
Schlumberger employee Bernard Alpaerts believes that "materialism,
insecurity, and weaker connections of trust that afflict industrialised society" are
causing a fall in spirituality. There are barriers to finding fulfilment and
significance in one's job on the personal, professional, and social levels.

According to the research that was published by the Integro Leadership Institute

12
(2012) as part of its USA 2012 Employee passion survey, "meaningfulness
comes from feeling that we are doing something worthwhile—that we are
making the world a better place for others." According to the findings of the
research, "Workers acquire a better degree of engagement and devotion when
they grasp the meaning of their job and how it makes a difference to others," (p.
5), which ultimately results in a profound passion for one's career. The creation
and transmission of an awe-inspiring vision by top management has the potential
to aid in boosting the feeling of purpose felt by workers (p.13). By emphasising
the task's purpose and how it would contribute value to the world, this
fundamental component helps to foster the feeling that one is engaged in a
meaningful mission in the service of a greater cause. This effect can be attributed
to the fact that this element places emphasis on how the task would contribute
value to the world. It is the responsibility of upper management to disseminate
information, encourage workers to submit ideas and suggestions, and spend
extensively in training for all employees.

Psychological Empowerment and Job Satisfaction

Satisfaction in one's work as "one's attitude toward one's work" involves both
the head and the heart. According to studies, these factors contribute equally to
workers' dispositions and actions ( Weiss, 2002). Scholars have looked at work
satisfaction both as a dependent and independent variable, and they've found a
strong correlation between the two and the performance of organisations and
their projects (Bowling, 2007; Judge & Piccol, 2004). Job happiness has a
significant impact on both productivity and the final outcome of a project
(Pheng & Chuan, 2006). Job satisfaction (JS) is how much someone likes their
job. It is considered that individuals may weigh their pleasure and discontent
with their jobs to determine where they fall on a satisfaction scale. Job

13
satisfaction is thought to be affected by a wide variety of personal and external
factors. (Jose & Mampilly, 2014)

Amundsen and Martinsen (2015) found that JS significantly affects the success
of a company. Different aspects of PE have been demonstrated to correlate
positively with happiness at work. correlation between the two variables
suggests that employees who feel their work has significance are more likely to
be invested in the success of their firm. More research supports the idea that an
employee's job satisfaction will improve if his or her emotional and mental
demands at work are addressed. has shown a favourable correlation between
job autonomy and impact and job happiness, and it is claimed that employees
with less influence are dissatisfied and unmotivated because they see less
significance in their work. (Ugboro & Obeng, 2000)
It was shown that a favourable and substantial association exists between work
satisfaction and the four different aspects of psychological empowerment of
employees (George & Zakkariya, 2015). Salazar et al (2006) PE components
have a significant influence on the level of satisfaction experienced by
managers in their work. Research has demonstrated that the degree to which an
individual feels psychologically empowered is the single most critical element
in predicting whether or not that individual would be happy with the work that
they are doing.
Psychological empowerment refers to the feeling of control, autonomy,
and competence that individuals experience in their work environment.
Job satisfaction, on the other hand, refers to the overall contentment and
fulfillment individuals derive from their job.

There is a strong relationship between psychological empowerment and

job satisfaction. When individuals feel empowered in their work, they are
more likely to experience higher levels of job satisfaction. there are some

14
of the impacts of psychological empowerment on job satisfaction:
Motivation: Psychological empowerment enhances individuals'
motivation to perform well in their job. When employees feel
empowered, they are more likely to be intrinsically motivated, which
leads to higher job satisfaction.
Autonomy and control: Psychological empowerment provide individuals
with a sense of autonomy and control over their work. This sense of
control allows employees to make decisions, solve problems, and take
ownership of their tasks, leading to increased job satisfaction.

Competence and skill development: Psychological empowerment fosters

a sense of competence and skill development in individuals. When
employees feel competent and capable in their work, they experience
higher levels of job satisfaction as they feel more valued and
accomplished.
Engagement: Psychological empowerment enhances employee
engagement in their work. Engaged employees are more likely to
experience higher job satisfaction as they are fully absorbed in their tasks,
experience a sense of purpose, and derive meaning from their work.
Organizational commitment: Psychological empowerment is positively
related to organizational commitment. When employees feel empowered,
they are more likely to be committed to their organization, leading to
increased job satisfaction as they feel a sense of belonging and loyalty.

Overall, psychological empowerment plays a crucial role in shaping job

satisfaction. By promoting feelings of control, autonomy, competence,
motivation, and engagement, it contributes to a positive work experience
and greater overall job satisfaction.

15
Psychological Empowerment and Employee Engagement

Psychological empowerment boosts job happiness, emotional commitment,

intents to remain, and productivity. In this study, we concentrate on four
empowering principles that have been proved to improve employee
participation in the workplace. "Meaning," defined by Thomas and Velthouse
(1990) as "the worth of a work aim or purpose in relation to one's own values
or standards," empowers. Helping employees understand their job's personal
value may boost motivation and loyalty. Self-efficacy—also called competence
—is confidence in one's abilities to achieve goals. Confidence may take many
forms.

Psychological empowerment boosts worker engagement. Employee

engagement is how much workers love their jobs and the company.
Empowerment boosts employee engagement. Psychological liberty influences
worker devotion in the following ways: Psychological empowerment boosts
work pride in employees. They own the results of their labour. When
employees feel valued, they work harder.

Psychological empowerment empowers workers. When given control over

their work environment and a say in important choices, employees are more
engaged. Psychologically empowered workers have greater skill-building
chances. Employees who feel free to learn are more engaged.

Psychological empowerment makes work meaningful. When they feel that

their work matters, employees are more engaged. Workplace empowerment
may boost morale and productivity. Management and colleagues trust, respect,
and encourage employees who feel in charge of their workplace. Employees
perform more when they feel valued. Positive psychological autonomy
considerably boosts worker engagement. When given possibilities for personal

16
development, responsibility, freedom, and job satisfaction, employees are more
involved in their career and the organisation.Jose & Mampilly, 2014)

Consequences of Psychological Empowerment

Empowerment also improves performance and creativity, according to the

nomological network. In today's competitive business world, companies
want people who can take risks, innovate, and handle ambiguity. Due to
this, staff are being given additional responsibilities. Managerial
obligations and psychological empowerment are examined, with a focus
on productivity and creativity. Management empowerment may help
accomplish these goals as rigid rules and procedures seldom organise
work processes well.

Successful managers exceed expectations. Empowered managers are

more inclined to prepare ahead and make choices without oversight.
Empowerment boosts managerial focus, initiative, and tenacity, according
to Thomas and Velthouse (1990).

Empowerment has also been linked to managerial behaviours. Having a

goal makes one focus all their energies on it. Competent people work
harder, endure through challenges, set ambitious but achievable goals,
and succeed. Self-determination, or agency, leads to learning, physical
activity, and resiliency. Performance and determination to overcome
hurdles determine one's impact (Ashforth, 1990). Since all of these
criteria affect efficacy, creative activities may include introducing
something new. Creative activities must prioritise change to create
something new. Innovation usually comes from people's passion for their
work. Empowered people feel less confined by their profession's
technical or rule-bound components since they think they are independent

17
and have some influence. Empowered workers are more creative and
optimistic because they experience more self-efficacy. Professional
situations emphasise this. Psychological empowerment is needed to
promote organisational transformation. Self-efficacy and flexibility are
thought to encourage innovation. Her research on entrepreneurial
organisations found a strong link between worker empowerment and
innovation. (George & Zakkariya, 2015)

Conclusion:

One of the key takeaways from this essay is the need of measuring
behavioural and interactional aspects in order to acquire a comprehensive
image of the abstract concept of psychological empowerment. It is likely
not acceptable to use a single, worldwide standard for measuring physical
education because of the theoretical mismatch between the notion and the
needs and features of different contexts and stages of life.

Furthermore, if empowerment is assessed on a worldwide scale, we risk

wrongly characterising it as a fixed facet of an individual's personality
rather than a dynamic and context-specific construct.

To analyse PE in a specific environment with a specific group of people

is not difficult, but it does need making a connection to the experience of
the study participants as expressed by them and making a contextual
grounding in their life experiences.

Accepting the limited generalizability of our method to different people

or situations may be necessary if we are to accurately and responsibly
quantify physical activity. There will always be some degree of give and

18
take between the internal and external validity of a study. Research on the
empowerment theory, like the development of any theory, is dependent
on methodical investigation yielding a body of information, as
recommended by McGrath. The concepts discussed here are meant as
waypoints along the path.

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