SFIMAR Research Review

Open Access Open Access  Restricted Access Subscription or Fee Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription or Fee Access

Employee Engagement:The Role of Psychological Empowerment and Perceived Organizational Support


Affiliations
1 PSG Institute of Management, Peelamedu, Coimbatore-641004, India
     

   Subscribe/Renew Journal


Employee engagement (EE) has been reigning as the success mantra in the workplace for nearly two and a half decades. With the changing technology and rapidly growing workforce, retaining and recruiting the best talent is the need of the hour EE when crafted well to meet the needs of the workforce can be dynamic in nature and bring about organizational effectiveness which in turn will lead to competitive advantage. Organizations at large, have adopted grand strategies to have an engaged workforce, because engaged employees contribute to the bottom line outcomes. In addition, having engaged employees is the overarching demand for organizations. Having this as the backdrop, this study emphasises the importance of EE and the drivers needed in the workplace to have an engaged workforce. Secondly, it propounds the role of psychological empowerment and perceived organizational support in levering employee engagement in the minds of employees.

Keywords

Employee Engagement, Engaged Workforce, Job Characteristics and Psychological Empowerment.
User
Subscription Login to verify subscription
Notifications
Font Size

  • Albrecht, 5., & Andreetta, M. (2011). The influence of empowering leadership, empowerment and engagement on effective commitment and turnover intentions in community health service workers: Test of a model. Leadership in Health Services, 24 (3), 228-237.

  • Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management.

  • Anugamini Priya Srivastava Rajib Lochan Dhar, (2016), "lmpact of leader member exchange, human resource management practices and psychological empowerment on extra role performances". International Journal of Productivity and Performance Management, Vol. 65 lss 3pp. 351-377

  • Buckingham, M. and Coffman, C. (1999), First, Break All the Rules: What the World's Greatest Managers Do Differently, The Gallup Organization, Simon and Schuster, New York, NY.

  • Cartwright, S., & Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. Human Resource Management Review, 16,1 99-208.

  • Choi, S., Cheong, K., & Feinberg, R. A. (2012). Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality: An International Journal, 22(5), 492-516.

  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507.

  • Eisenberger, R., Stinglhamber, R, Vandenberghe, C, Sucharski, I. L., & Rhoades, L. 2002. Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87: 565-573.

  • Fleming, J.H. and Asplund, J. (2007), Human sigma, Gallup Press, New York, NY.

  • Gallup (2002), "The high cost of disengaged employees", Gallup Business Journal, April 15, available at: http://businessjournal.gallup.eom/content/247/t he-high-cost-of-disengagedemployees.aspx (accessed 22 May 2015).

  • Hackman, J.R. and Oldham, G.R. ,1980. Work Re-Design, Addison Wesley, Reading, RA

  • Joshi, R.J. and Sodhi, J.S. (2011), "Drivers of employee engagement in Indian organizations", The Indian Journal of Industrial Relations, Vol. 47 No. 1, pp. 162-182.

  • Kahn, W.A., 1990. Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), pp.692-724.

  • Kahn, W.A., 1992. To be fully there: Psychological presence at work. Human relations, 45(4), pp.321-349.

  • Krishnaveni R. & Monica, R. (2016). A Study on Antecedents and Consequences of Engagement: A conceptual Framework. International Journal of Social Sciences and Interdisciplinary Research, 5 (7),20-27.

  • Lockwood, N. R. (2007). Leveraging employee engagement for a competitive advantage. Alexandria, VA: Society for Human Resource Management.

  • Macey, WH. and Schneider, B., 2008. The meaning of employee engagement. Industrial and organizational Psychology, 1 (1), pp.3-30.

  • May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety, and availability and the engagement of the human spirit at work. Journal of Occupational Psychology, 11,11 -37.

  • Pandey, S.& David, S. (2013). A study of engagement at work: what drives employee engagement, European Journal of Commerce and Management Research, 2(7), 155-161.

  • Payne, S. C, & Huffman, A. H. (2005). A longitudinal examination of the influence of mentoring on organizational commitment and turnover. Academy of Management Journal, 48, 158-168.

  • Robinson, D., Perryman, S. and Hayday, S., 2004. The drivers of employee engagement. ReportInstitute for Employment Studies.

  • Robinson, D., Hooker H. and Hayday, S., 2007. Engagement: The Continuing Story. ReportInstitute for Employment Studies.

  • Rothbard, N.R (2001), "Enriching or depleting? The dynamics of engagement in work and family roles". Administrative Science Quarterly, Vol. 46, pp. 655-84.

  • Saks, A. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology. 21 (7), 600-619.

  • SHRM Research Spotlight: Employee Job Satisfaction and Engagement (2016) available at: www.shrm.org/research (accessed 22, April, 2016).

  • Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 989-110. doi:l 0.11 77/1534484309353560

  • Spreitzer, G.M. (1995), "Psychological empowerment in the workplace: dimensions, measurement and validation". Academy of Management Journal, Vol. 38 No. 5, pp. 1442-1465.

  • Thomas, K.W. and Velthouse, B.A. (1990), "Cognitive elements of empowerment: an 'interpretive' model of intrinsic task motivation", Academy of Management Review, Vol. 15No. 4, pp. 666-681.

  • Towers Perrin (2006), Ten Steps to Creating an Engaged Workforce: Key European Findings, Towers Perrin HRServices


Abstract Views: 339

PDF Views: 0




  • Employee Engagement:The Role of Psychological Empowerment and Perceived Organizational Support

Abstract Views: 339  |  PDF Views: 0

Authors

R. Krishnaveni
PSG Institute of Management, Peelamedu, Coimbatore-641004, India
R. Monica
PSG Institute of Management, Peelamedu, Coimbatore-641004, India

Abstract


Employee engagement (EE) has been reigning as the success mantra in the workplace for nearly two and a half decades. With the changing technology and rapidly growing workforce, retaining and recruiting the best talent is the need of the hour EE when crafted well to meet the needs of the workforce can be dynamic in nature and bring about organizational effectiveness which in turn will lead to competitive advantage. Organizations at large, have adopted grand strategies to have an engaged workforce, because engaged employees contribute to the bottom line outcomes. In addition, having engaged employees is the overarching demand for organizations. Having this as the backdrop, this study emphasises the importance of EE and the drivers needed in the workplace to have an engaged workforce. Secondly, it propounds the role of psychological empowerment and perceived organizational support in levering employee engagement in the minds of employees.

Keywords


Employee Engagement, Engaged Workforce, Job Characteristics and Psychological Empowerment.

References