scholarly journals The Impact of Psychological Empowerment on Premature Sign-Off Procedures and Underreporting Time of Audit

2019 ◽  
Vol 4 (7) ◽  
pp. 1-22
Author(s):  
Mahdi Moradi ◽  
Mohammad Ali Bagherpour Velashani ◽  
reza zamani ◽  
Mahin Shafiee ◽  
◽  
...  
Keyword(s):  
Psychological Empowerment ◽  
The Impact

Does psychological empowerment condition the impact of public service motivation on perceived organizational performance? Evidence from the US federal government

2021 ◽  
pp. 002085232110089
Author(s):  
Jae Young Lim ◽  
Kuk-Kyoung Moon ◽  
Robert K. Christensen
Keyword(s):  
Organizational Performance ◽  
Federal Government ◽  
Public Service ◽  
Psychological Empowerment ◽  
Public Service Motivation ◽  
Psychological State ◽  
Work Related ◽  
The Us ◽  
Us Federal Government ◽  
The Impact

Although the relationships between public service motivation and work-related outcomes are contingent on an employee’s psychological state, little empirical evidence exists on whether psychological empowerment conditions the relationship between public service motivation and perceived organizational performance in public organizations. This study addresses this gap by examining data from the 2010 US Merit Principles Survey on psychological empowerment’s moderating role between public service motivation and the perceived achievement of organizational goals, as well as the perceived quality of work-unit products and services in the US federal government. First, the findings indicate that public service motivation and psychological empowerment improve both of these perceived organizational performance measures. Second, the findings indicate that the link between public service motivation and perceived organizational performance is slightly enhanced when public employees feel more psychologically empowered. Points for practitioners This article offers practical lessons for practitioners who are concerned about improving organizational performance. Emphasizing the importance of psychological empowerment in strengthening the link between public service motivation and perceived organizational performance, the article suggests a critical need to cultivate psychological empowerment in the public sector, which has been under heavy pressure to do more with less in a rapidly changing environment.

Inclusive Leadership and Project Success: The Mediation Role of Psychological Empowerment and Psychological Resilience Capacity

2021 ◽  
Vol 58 (1) ◽  
pp. 5546-5558
Author(s):  
Saeed Muhammad Et al.
Keyword(s):  
Public Sector ◽  
Project Success ◽  
Psychological Empowerment ◽  
Curvilinear Relationship ◽  
Psychological Resilience ◽  
Development Programs ◽  
Inclusive Leadership ◽  
The Impact ◽  
The Relationship ◽  
Resilience Capacity

Purpose – the purpose of study to determine the impact of inclusive leadership and project success. Psychological empowerment and psychological resilience capacity plays mediating role. Design/Approach/Methodology – data has been collected from 276 Public Sector Development Programs (PSDP) in Khyber Pakhtunkhwa. Structural equation modelling was employed busing SmartPLS 3.3.2 and R-studio. This study employs robustness test (curvilinear relationship, Gaussian copula endogeneity test and response-based unit segmentation (REBUS) for homogeneity). Findings – study found the psychological empowerment and psychological resilience capacity significantly mediating between the relationship of Inclusive leadership and project success. Ind addition, study shows complementary partial mediation between the relationships.  Originality/Value – this study addressed two questions which unanswered in prior literature. First, how inclusive leadership enhances the Public Sector Development Programs (PSDP) success? Second, does psychological empowerment and psychological resilience capacity mediates the relationship between Inclusive leadership and project success?

What has project characteristics got to do with the empowerment of individuals, teams and organisations?

2018 ◽  
Vol 11 (3) ◽  
pp. 708-733 ◽  
Author(s):  
Martin Morgan Tuuli
Keyword(s):  
Psychological Empowerment ◽  
Work Climate ◽  
Project Team ◽  
Least Square ◽  
Related Factors ◽  
Content Type ◽  
Project Characteristics ◽  
The Impact ◽  
Project Level ◽  
Team Integration

Purpose The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project characteristics on facets of the empowerment concept (i.e. the structural and psychological perspectives). Design/methodology/approach A parallel questionnaire survey of client, consultant and contractor organisations was conducted in Hong Kong to test hypotheses relating three facets of the empowerment concept and five project-level antecedents. Hierarchical linear modelling and ordinary least square regression were employed to test the hypotheses. Findings The analyses show that dynamic project environments, high project team integration and high interdependence of project tasks lead to high individual psychological empowerment, while public-client projects (compared with private-client projects), a hostile project environment and high client integration lead to a low individual psychological empowerment. Uncertainty in project technology also leads to high team psychological empowerment, while hostile project environments lead to low team psychological empowerment. Further, dynamic project environments lead to more empowering work climate, while hostile project environments lead to less empowering work climate. However, project team integration, project complexity, project lifecycle and quasi-public-client projects (compared with private-client projects) have no significant association with the empowerment of individuals and teams. Originality/value This study examined task-related factors (i.e. project in this case) which traditionally have not been the focus of studies examining the antecedents of empowerment. Further, project-level antecedents and their link to an integrated perspective of empowerment comprising a sociostructural perspective, a psychological perspective and a team-based perspective are examined, which is a significant departure from the unitary perspective of empowerment taken in most previous studies.

The role of transformational leadership style, organizational structure and job characteristics in developing psychological empowerment among banking professionals

2018 ◽  
Vol 9 (2) ◽  
pp. 107-122 ◽  
Author(s):  
Imran Ahmad Shahzad ◽  
Muhammad Farrukh ◽  
Nazar OmerAbdallah Ahmed ◽  
Li Lin ◽  
Nagina Kanwal
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Psychological Empowerment ◽  
Organization Structure ◽  
Sampling Technique ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Content Type ◽  
Bank Managers ◽  
The Impact

Purpose The purpose of this paper is to investigate the antecedents of psychological empowerment among bank managers in Beijing, China. Specifically, it aims at investigating the impact of transformational leadership, organization structure and job characteristics on psychological empowerment among banking professionals. Design/methodology/approach Questionnaires were distributed to bank managers in Beijing which were randomly selected through the cluster sampling technique. PLS-SEM was used for analysis to testify the hypotheses. Findings Statistical results showed; transformational leadership, organization structure and job characteristics were directly and positively related to psychological empowerment. Originality/value The proposed model is essential in providing guideline for the development of employees. These recommendations can be adopted by the organizational trainers and human resource personnel for the betterment of their organization.

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