Sanaz Soroori; Ali Fahiminejad; Bagher Morsal; Mostafa Tayebi Sani
Abstract
Introduction The purpose of this research was to investigate the effect of organizational agility on organizational empowerment through psychological empowerment. Method The statistical population included all employees of Sport and Youth Offices in Razavi Khorasan province. Regarding the limited ...
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Introduction The purpose of this research was to investigate the effect of organizational agility on organizational empowerment through psychological empowerment. Method The statistical population included all employees of Sport and Youth Offices in Razavi Khorasan province. Regarding the limited number of employees in this population, all of them were selected as research sample (200 employees). The research questionnaire consisted of two parts: The first part consisted of Spritzer Empowerment Questionnaires (1995) (15 questions with components of feeling meaningful, competence, freedom of action, feeling effective, and feeling Trust), Sharifi and Zhang Organizational Agility Questionnaire (2001) (15 questions with components of speed, competence, responsiveness, flexibility) and 50 items of Organizational Empowerment (derived from EFQM organizational excellence model; with components of leader, Staff, policy and strategy, partnerships and resources, and processes). The reliability (Cronbach's alpha and composite reliability), convergent validity and divergent validity of the questionnaires were confirmed by content validity. Results Findings showed that organizational agility had a significant positive effect on psychological empowerment and organizational empowerment. Psychological empowerment had a significant positive effect on organizational empowerment. The results of the indirect effect indicated that psychological empowerment mediates the relationship between organizational agility and organizational empowerment. Discussion Managers of sport and youth departments and sport organizations should strive to provide continuous development of knowledge and encouraging and appreciating staff involvement in organizational affairs. Given the more indirect impact of organizational agility on organizational empowerment, it is suggested that managers of sport departments and youth and sports organizations pay more and more attention to the psychological empowerment of employees in different parts of the organization.
Jahangir Karami; Ali Zakiei; Fatemeh Dehghan; P. Karimi; SHahryar Atash Jameh
Abstract
The purpose of the present study was to investigate the relationship of personality traits and psychological empowerment with job burnout. The participants were 450 employees of Kermanshah Gas Company who were selected by census sampling method. Data were collected by five factor model of personality, ...
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The purpose of the present study was to investigate the relationship of personality traits and psychological empowerment with job burnout. The participants were 450 employees of Kermanshah Gas Company who were selected by census sampling method. Data were collected by five factor model of personality, psychological empowerment and job burnout questionnaires. Correlation coefficients, regression analysis and path analysis were used for data analysis. Results indicated that neuroticism had a positive relationship with job burnout, extraversion, agreeableness and accountability negatively related with job burnout, and psychological empowerment had negative relationship with job burnout. The relationship between openness and job burnout was not significant. Findings also showed that the effects of neuroticism and extraversion on job burnout through psychological empowerment are not significant. Moreover, agreeableness had an significant effect on job burnout through psychological empowerment.
Sahar Ahmadi chegeni; M. Baharlou; M. Mahmoodikia
Abstract
The aim of this study was to investigate the relationship between leadership empowerment behaviors (LEB) with intention to stay considering the mediating role of psychological empowerment, job satisfaction and affective commitment. The participants consisted of 150 employees who were selected through ...
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The aim of this study was to investigate the relationship between leadership empowerment behaviors (LEB) with intention to stay considering the mediating role of psychological empowerment, job satisfaction and affective commitment. The participants consisted of 150 employees who were selected through simple random sampling method from total employees of an industrial company. The instruments which used in this study include leadership empowerment behaviors (LEB), psychological empowerment, job satisfaction, affective commitment and intention to stay questionnaires. Data were analyzed using Pearson correlation coefficient, structural equation modeling (SEM) and mediation analysis. The results showed that the proposed model fit the data properly. Also all direct and indirect effects were significant.
Noshin Mashayekhi; Nasrin Arshadi; Abdulkazem Neisi
Volume 1, Issue 1 , May 2014, , Pages 51-72
Abstract
The purpose of this study was to design and test a model of some antecedents and outcomes of organizational creativity. In this model, organizational innovative climate, psychological capital, intrinsic motivation and psychological empowerment were considered as the antecedents of organizational creativity ...
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The purpose of this study was to design and test a model of some antecedents and outcomes of organizational creativity. In this model, organizational innovative climate, psychological capital, intrinsic motivation and psychological empowerment were considered as the antecedents of organizational creativity while organizational innovation and job performance were considered as the outcomes. The participants of the study were 340 employees, (including 304 males and 36 females) of National Iranian South Oil Company (NISOC) in Ahvaz, who were selected by stratified random sampling method. The instruments used to measure the variables were Situational Outlook Questionnaire (SOQ), Psychological Capital Scale, Intrinsic Motivation Scale, Psychological Empowerment Scale, Organizational Creativity Scale, Organizational Innovation Scale and Job Performance Scale. Fitness of the proposed model was examined through Structural Equation Modeling (SEM), SPSS-18 and AMOS-18 software packages. The indirect effects were tested using the bootstrap procedure. Findings indicated that the proposed model fit the data relatively well. Better fit and more meaningful results were obtained by omitting four non-significant paths and using AMOS modification indices. All indirect effects were significant as well.
