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Psychological Empowerment as a Predictor of Employee Engagement: An Empirical Attestation

Author

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  • Geetha Jose

    (Geetha Jose is a Research Scholar in the School of Management Studies at Cochin University of Science and Technology, Kerala, India. E-mail: josegeetha@gmail.com)

  • Sebastian Rupert Mampilly

    (Sebastian Rupert Mampilly is a Professor in the School of Management Studies at Cochin University of Science and Technology, Kerala, India. E-mail: srmampilly@yahoo.com)

Abstract

Interest in psychological empowerment and employee engagement has increased substantially over the last decade among practitioners and academicians. However they have emerged independent of each other with little diligence as to how they are associated. The study attempts to predict employee engagement through dimensions of psychological empowerment. This article will contribute to our understanding of the relationship between psychological empowerment and employee engagement. The study is based on primary data collected from 101 employees working in three service organizations in central Kerala. Statistical techniques like correlation and multiple regression analysis were employed to measure the significance and strength of relationship between psychological empowerment and its dimensions (meaning, competence, self-determination and impact) and employee engagement. Correlation analysis revealed a significant positive association between psychological empowerment and employee engagement. Further analysis showed that all the dimensions of psychological empowerment, other than self-determination are predictors of employee engagement. Findings of the study are discussed, together with limitations and suggestions for future research.

Suggested Citation

  • Geetha Jose & Sebastian Rupert Mampilly, 2014. "Psychological Empowerment as a Predictor of Employee Engagement: An Empirical Attestation," Global Business Review, International Management Institute, vol. 15(1), pages 93-104, March.
    • Handle: RePEc:sae:globus:v:15:y:2014:i:1:p:93-104
    DOI: 10.1177/0972150913515589
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    References listed on IDEAS

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    1. Wilmar Schaufeli & Marisa Salanova & Vicente González-romá & Arnold Bakker, 2002. "The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach," Journal of Happiness Studies, Springer, vol. 3(1), pages 71-92, March.
    2. Seung-Bum Yang & Keon-Hyung Lee, 2009. "Linking Empowerment and Job Enrichment to Turnover Intention: The Influence of Job Satisfaction," International Review of Public Administration, Taylor & Francis Journals, vol. 14(2), pages 13-24, September.
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    Cited by:

    1. Salim Musabah Bakhit Al Zefeiti & Noor Azmi Mohamad, 2017. "The Influence of Organizational Commitment on Omani Public Employees’ Work Performance," International Review of Management and Marketing, Econjournals, vol. 7(2), pages 151-160.
    2. Nitin Simha Vihari & Bindu Singh & M.K. Rao, 2016. "Relationship between human capital management and organisational performance: an empirical evidence from select Indian banks," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 13(1), pages 1-26.
    3. Eduardo Gismera & José Luis Fernández & Jesús Labrador & Laura Gismera, 2019. "Suffering at Work: A Challenge for Corporate Sustainability in the Spanish Context," Sustainability, MDPI, vol. 11(15), pages 1-18, August.

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