Empowering work groups: Development and test of a model of the empowerment process
Abstract
This study tested an expansion of Thomas and Velthouse's (1990) model of empowerment by examining the relationships among power-sharing, work group empowerment and work group effectiveness. 150 work groups and their managers in a large manufacturing company participated in the study. The study employed a longitudinal, correlational design and utilized a multi-measure, multi-method approach. Both work groups and their managers were surveyed in order to collect a variety of measures. In addition, other methods (i.e., interviews with managers, completion of performance ratings by managers, and collection of archival data through objective performance records and company attitude surveys) were utilized to collect other measures. The results of the study provided support for most of the proposed hypotheses. Work group perceptions of self-determination, competence, meaningfulness, and impact were positively, significantly related to intrinsic motivation. Furthermore, delegation practices by managers were positively, significantly correlated with perceptions of self-determination, competence, meaningfulness and impact. Delegation had a much stronger relationship with the four empowerment constructs than did participative decision-making. The results did not support the proposed moderating effect of manager support behavior on the relationships between delegation and the four empowerment constructs. Finally, the empowerment process was positively correlated with several important outcome variables including work group performance, customer satisfaction, organizational commitment, satisfaction with supervision and satisfaction with work.
Degree
Ph.D.
Advisors
Schoorman, Purdue University.
Subject Area
Occupational psychology
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