|Yau, Nga-man Almen
|Antecedents and outcomes of psychological empowerment : empirical evidence from a Hong Kong tertiary institution
|Hong Kong Polytechnic University -- Employees
Job satisfaction -- China -- Hong Kong -- Case studies
Organizational commitment -- China -- Hong Kong -- Case studies
Hong Kong Polytechnic University -- Dissertations
Department of Management
|viii, 89,  leaves : col. ill. ; 30 cm
|The purpose of this study is to investigate the antecedents and outcomes of psychological empowerment. Two groups of antecedents were tested in this study, they are categorized as supervisor variables and social structural variables. The former group includes three variables, namely leader approachability, leader-member exchange, and trust in supervisor. The latter group includes four variables, namely role ambiguity, sociopolitical support, access to information, and participative unit climate. Two outcomes of psychological empowerment (job satisfaction and organizational commitment) as well as the mediating effects of psychological empowerment were also tested in the study. A quantitative approach was adopted to test the proposed model. Data were collected from full-time academic and administrative staff of The Hong Kong Polytechnic University. 265 valid questionnaires were received and used for analysis through correlation and multiple regression methods. As regards the antecedents of psychological empowerment, results revealed that leader approachability and participative unit climate were significant positive predictors of psychological empowerment, while role ambiguity was a significant negative predictor thereof. Whereas supervisor variables as a block and social structural variables as a block were found to be significant predictors of psychological empowerment, the latter group accounted for more variance in psychological empowerment than the former group did. As for the outcomes of psychological empowerment, findings showed that psychological empowerment were significant positive predictors of job satisfaction and organizational commitment. The mediating effects of psychological empowerment, however, were not found to be significant.
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