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2014 | 5 | nr 2 | 43--52
Tytuł artykułu

Using Employee Empowerment to Encourage Organizational Commitment in the Public Sector

Autorzy
Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: Changes in the public sector and the recognition of the concept of New Public Management have led to wider introduction of employee empowerment programs in public organizations. It is assumed that today the success of public organizations depends on the application of modern HRM methods oriented towards encouraging commitment and initiative of employees. The paper tries to answer the questions about the level of employee empowerment and organizational commitment of employees in the public sector and whether employee empowerment is related to organizational commitment.

Methodology: This goal is reached by presenting the results of empirical research carried out in public organizations. Survey research was carried out at the end of 2012. The sample consisted of 318 employees of public organizations operating in southern Poland.

Findings: The survey revealed that the level of employees' organizational commitment is high in Polish public organizations. The analysis also showed that the level of employee empowerment is high in public organizations. The conducted research also proved that employee empowerment is positively connected with organizational commitment of employees in Polish public organizations.

Implications and limitations: The results indicated that the use of employee empowerment can bring the required results such as the increase of employees' emotional attachment to the organization and loyalty towards the organization. But its influence on employee's intentions to leave the organization is very limited.

Originality/value of the paper: There is still little empirical research on this subject, particularly in the public sector. (original abstract)
Rocznik
Tom
5
Numer
Strony
43--52
Opis fizyczny
Twórcy
  • University of Economics in Katowice, Poland
Bibliografia
  • Allen, N.J., Meyer, J.P. (1990), "The measurement and antecedents of affective, continuance and normative commitment to the organization", Journal of Occupational Psychology, Vol. 63 No. 1, pp. 1-18. DOI: 10.1111/j.2044-8325.1990.tb00506.x
  • Becker, H.S. (1960), "Notes on the concept of commitment", American Journal of Sociology, Vol. 66, pp. 32-42. DOI: 10.1086/222820
  • Bowen, D.E., Lawler, E.E (1994), "The Empowerment of Services Workers: What, Why, How, and When", in: Schneier, C.E., Russell, C.J., Beatty, R.W., Baird, L.S. (Eds.), The training and development sourcebook, HRD Press Inc., Amherst, pp. 413-422.
  • Bratnicki, M., Marzec, I., Zabierowski, P., Kulikowska-Mrożek, M. (2007), "Empowerment and Entrepreneurship: Conceptual Issues and Empirical Tests", Journal of Economics and Management, No. 3, pp. 35-54.
  • Cho, T., Faerman, S.R. (2010), "An integrative approach to empowerment. Construct definition, measurement, and validation", Public Management Review, Vol. 12 No. 1, pp. 33-51. DOI:10.1080/14719030902798610
  • Conger, J.A., Kanungo, R.N. (1988), "The empowerment process: Integrating Theory and Practice", Academy of Management Review, Vol. 13 No. 3, pp. 471-482. DOI: 10.2307/258093
  • Fernandez, S., Moidogaziev, T. (2012), "Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector", Journal of Public Administration Research and Theory, Vol. 23 No. 1, pp. 155-187.
  • Flynn, D.M., Tannenbaum, S.I. (1993), "Correlates of organizational commitment: Differences in the public and private sector", Journal of Business and Psychology, Vol. 8 No. 1, pp. 103-116. DOI: 10.1007/BF02230396
  • Juchnowicz, M. (2010), "Human capital management and the level of employee commitment" ("Zarządzanie kapitałem ludzkimi a poziom zaangażowania pracowników"), Human Resource Management (Zarządzani Zasobami Ludzkimi), No. 3-4, pp. 58-66.
  • Marzec, I. (2005), "Motivating by employee empowerment" ("Motywowanie przez upełnomocnienie"), Human Resource Management (Zarządzanie Zasobami Ludzkimi), No. 3-4, pp. 41-52.
  • Mowday, R.T, Steers, R.M., Porter L.W. (1979), "The measurement of organizational commitment", Journal of Vocational Behavior, Vol. 14 No. 2, pp. 224-247. DOI: 10.1016/0001-8791(79)90072-1
  • Paul, R.J., Niehoff, B.P., Turnley, W.H. (2000), "Empowerment, expectations, and the psychological contract - managing the dilemmas and gaining the advantages", Journal of Socio-Economics, Vol. 29 No. 5, pp. 471-485. DOI: 10.1016/S1053-5357(00)00083-4
  • Riketta, M. (2002), "Attitudinal organizational commitment and job performance: A meta-analysis", Journal of Organizational Behavior, Vol. 23, No. 3, pp. 257-266. DOI: 10.1002/job.141
  • Rowlinson, S. (2001), "Matrix Organizational Structure, Culture and Commitment: A Hong Kong Public Sector Case Study of Change", Construction Management and Economics, Vol. 19 No. 7, pp. 669-673. DOI: 10.1080/01446190110066137
  • Sager, J.K., Johnston, M.W. (1989), "Antecedents and Outcomes of Organizational Commitment", Journal of Personal Selling & Sales Management, Vol. 9 No. 1, pp. 30-41.
  • Spreitzer, G.M. (1995), "Psychological empowerment in the workplace: Dimensions, measurement, and validation", Academy of Management Journal, Vol. 3 No. 5, pp. 1442-1465. DOI: 10.2307/256865
  • Strużyna, J. (2009), "Directions of HRM improvement in public organizations" ("Kierunki doskonalenia ZZL w organizacjach publicznych"), in: Frączkiewicz-Wronka, A. (Ed.), Public management - elements of theory and practice (Zarządzanie publiczne - elementy teorii i praktyki), Wyd. AE, Katowice, pp. 268-308.
  • Thomas, K.W., Velthouse, B.A. (1990), "Cognitive elements of empowerment: An "interpretive" model of intrinsic task motivation", Academy of Management Review, Vol. 15, No. 4, pp. 666-681.
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Typ dokumentu
Bibliografia
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