The organizational culture, psychological empowerment, and organization efficiency in fashion companies

2016 ◽  
Vol 24 (2) ◽  
pp. 198-217 ◽  
Author(s):  
Eun-Jin Lee
Keyword(s):  
Organizational Culture ◽  
Psychological Empowerment

scholarly journals The Relationship between Healthcare Organizational Culture and Nurses' Empowerment

2021 ◽  
Vol 6 (4) ◽  
pp. 87
Author(s):  
Doha E. Harhash ◽  
Hayam A.El shrief ◽  
Manal Z. Ahmed
Keyword(s):  
Organizational Culture ◽  
Psychological Empowerment ◽  
Organizational Factors ◽  
Moderate Level ◽  
University Hospital ◽  
Healthcare Organizations ◽  
Organizational Goals ◽  
Work Effectiveness ◽  
Study Results ◽  
The Relationship

Background: Nowadays, healthcare organizations are affected by changes and reforms, thus new challenges arise for nurses. Nurses need to have the power to achieve their personal and organizational goals. Furthermore, healthcare organizational culture shapes the organization and provides a complex understanding of crucial organizational factors that affect nurses' empowerment.Aim: Identify the relationship between healthcare organizational culture and nurses' empowerment at hospital setting.Methods: Descriptive correlational research design was used. A convenient sample of 225 nurses was recruited from University Hospital in the Delta of Egypt. Denison Organizational Culture Survey (DOCS), the Condition of Work Effectiveness Questionnaire (CWEQ-II), the Psychological Empowerment Instrument were used to collect data for the current study. Results: There were a strong healthcare organizational culture among study sample, moderate level of structure empowerment, and moderate level of psychological empowerment. Conclusion: There were positive correlations between healthcare organizational culture, structural, and psychological empowerment. There was a positive correlation between structure and psychological empowerment. Only gender that did not vary with psychological empowerment. Sustaining a strong healthcare organizational culture enhances structure and psychological empowerment among nurses.

scholarly journals PENGARUH PEMBERDAYAAN PSIKOLOGIS DAN BUDAYA ORGANISASI TERHADAP PERILAKU INOVATIF

2019 ◽  
Vol 8 (6) ◽  
pp. 3417
Author(s):  
I Gusti Ayu Sastria Taradita ◽  
I Made Artha Wibawa
Keyword(s):  
Organizational Culture ◽  
Linear Regression ◽  
Sampling Method ◽  
Psychological Empowerment ◽  
Sampling Technique ◽  
Innovative Behavior ◽  
Analysis Technique ◽  
Interview Methods ◽  
A Company ◽  
Survey Approach

This study aims to explain 1) the effect of psychological empowerment on innovative behavior, 2) the influence of organizational culture on innovative behavior. This research was conducted at UD Romo Jewelry Manufacture. The number of samples taken was 72 employees, with a non probability sampling method with a type of saturated sampling technique. Data collection is done through a survey approach with questionnaire and interview methods. The analysis technique used is multiple linear regression. Based on the results of the analysis it was found that psychological empowerment and organizational culture simultaneously had a positive and significant effect on innovative behavior. This shows that the higher the psychological empowerment given to employees, the higher the employee's innovative behavior. Likewise with organizational culture, the higher the organizational culture of a company, the higher the employee's innovative behavior. Therefore to foster innovative behavior in company employees is expected to pay more attention to psychological empowerment and organizational culture in order to improve innovative behavior. Keywords: psychological empowerment, organizational culture, innovative behavior

Transformational leadership and psychological empowerment

2017 ◽  
Vol 30 (1) ◽  
pp. 82-95 ◽  
Author(s):  
Rabindra Kumar Pradhan ◽  
Madhusmita Panda ◽  
Lalatendu Kesari Jena
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Mediation Analysis ◽  
Psychological Empowerment ◽  
Study Data ◽  
Content Type ◽  
The Road ◽  
Road Map ◽  
Retail Organizations ◽  
Data Collections

Purpose The purpose of this paper is to examine the role of transformational leadership in psychological empowerment in Indian retail industry. This study also tries to examine whether organizational culture plays a mediating role in the relationships between transformational leadership and psychological empowerment. Design/methodology/approach A sample of 310 respondents was randomly selected from different Indian retail organizations for the study. Data collections were carried out using a set of standardized questionnaires. Raw data were analyzed using SPSS 20.0 and process plugin of Hayes for mediation analysis. Findings The empirical investigations of the study have shown that transformational leadership is positively related to psychological empowerment. The study also found partial mediation of organizational culture between transformational leadership and psychological empowerment. Research limitations/implications First of all, the sample size of the study is relatively small (n=310). The study is limited to the employees of eastern Indian retail organizations. Second, the common method bias is presumed to influence and inflate the relationships between the variables of the study as the data on all three variables were collected at the same point of time from respondents. Practical implications The road map presented in this paper may be helpful for the retail executives to diagnose organizational culture and leadership styles prevailing in the organization and their influence on psychological empowerment. The study may be helpful for retail managers to develop a desirable culture through the practice of transformational leadership that would enhance the empowerment process. Originality/value This paper adds value to the limited body of knowledge about the association among transformational leadership, psychological empowerment, and organizational culture. The findings presented in this paper would be beneficial for Indian researchers, OD experts and organization scientists in developing a culture of empowerment by the help of transformational leadership. Unique statistical tools have been used for mediation analysis.

scholarly journals Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato

2021 ◽  
Vol 3 (2) ◽  
pp. 12-18
Author(s):  
Ronie Panes ◽  
Ivy Galanta
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Management Practices ◽  
Psychological Empowerment ◽  
Employee Productivity ◽  
Full Time ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact ◽  
Cultural Strength

Employee engagement and positive institutional outcomes are assumed to be linked in various fashions. Engaged employees play a key role in achieving organizational success and competitive advantage. Research shows that engaged employees are willing to work the extra mile, work with passion and feel a profound connection to their company, thereby driving innovation and moving the organization forward. This study aimed to assess employee engagement in a tertiary Christian Institution in Mlang, North Coatabato, regarding organizational motivation and discretion. It also aimed to determine the respondents' perception of the three identified employee engagement determinants: human resource management practices, psychological empowerment, and organizational culture. Moreover, it sought to determine the relationship between HRM practices, psychological empowerment, and organizational culture to employee engagement and finally, which among the three indicators significantly influence employee engagement. This quantitative study used descriptive correlation and 70 full-time personnel of the institution answered the adopted survey questionnaire derived from different authors. Results revealed that the respondents’ perceptions of the HRM practices, the organizational culture, and employee engagement were high. Apparently, all of the variables of HRM practices have significant relationships to employee engagement, whereas, in the psychological empowerment, only the impact was found to have a significant relationship to employee engagement. In terms of organizational culture, only achieving goals and cultural strength was found to significantly affect employee engagement. Lastly, findings revealed that only the performance evaluation, impact and cultural strength were found to be the significant determinants of employee engagement among the variables. The quality of employee engagement has the potential to increase employee productivity, work quality and retention significantly.

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