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Article: Performance consequences of psychological empowerment

TitlePerformance consequences of psychological empowerment
Authors
KeywordsConstruction industry
Construction management
Motivation
Performance characteristics
Personnel management
Issue Date2009
PublisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.html
Citation
Journal Of Construction Engineering And Management, 2009, v. 135 n. 12, p. 1334-1347 How to Cite?
AbstractThe relationship between psychological empowerment and job performance, and whether three intermediate performance determinants; motivation, ability, and opportunity to perform hold the key to unlocking the empowerment-performance relationship dilemma are addressed. Using hierarchical linear modeling to analyze responses from 380 project management-level staff, the results show that psychological empowerment not only has direct and positive performance consequences, but also indirect effects, mediated by intrinsic motivation, opportunity to perform and ability to perform. The findings provide preliminary evidence in support of a comprehensive model of work performance that takes into consideration not only motivation and ability but opportunity to perform. Indeed, opportunity to perform actually emerged as a stronger mediator in the psychological empowerment-contextual performance behaviors relationship than ability to perform. The findings of both direct and indirect relationships however demonstrate that the relationship between empowerment and performance is more complex than previously thought. Yet, by demonstrating that empowered employees exhibit positive performance behaviors, psychological empowerment clearly emerges as a valuable path for organizations to pursue in their search for performance improvement in project settings. © 2009 ASCE.
Persistent Identifierhttp://hdl.handle.net/10722/81719
ISSN
2015 Impact Factor: 1.152
2015 SCImago Journal Rankings: 1.219
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorTuuli, MMen_HK
dc.contributor.authorRowlinson, Sen_HK
dc.date.accessioned2010-09-06T08:21:14Z-
dc.date.available2010-09-06T08:21:14Z-
dc.date.issued2009en_HK
dc.identifier.citationJournal Of Construction Engineering And Management, 2009, v. 135 n. 12, p. 1334-1347en_HK
dc.identifier.issn0733-9364en_HK
dc.identifier.urihttp://hdl.handle.net/10722/81719-
dc.description.abstractThe relationship between psychological empowerment and job performance, and whether three intermediate performance determinants; motivation, ability, and opportunity to perform hold the key to unlocking the empowerment-performance relationship dilemma are addressed. Using hierarchical linear modeling to analyze responses from 380 project management-level staff, the results show that psychological empowerment not only has direct and positive performance consequences, but also indirect effects, mediated by intrinsic motivation, opportunity to perform and ability to perform. The findings provide preliminary evidence in support of a comprehensive model of work performance that takes into consideration not only motivation and ability but opportunity to perform. Indeed, opportunity to perform actually emerged as a stronger mediator in the psychological empowerment-contextual performance behaviors relationship than ability to perform. The findings of both direct and indirect relationships however demonstrate that the relationship between empowerment and performance is more complex than previously thought. Yet, by demonstrating that empowered employees exhibit positive performance behaviors, psychological empowerment clearly emerges as a valuable path for organizations to pursue in their search for performance improvement in project settings. © 2009 ASCE.en_HK
dc.languageengen_HK
dc.publisherAmerican Society of Civil Engineers. The Journal's web site is located at http://www.pubs.asce.org/journals/co.htmlen_HK
dc.relation.ispartofJournal of Construction Engineering and Managementen_HK
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.rightsJournal of Construction Engineering and Management. Copyright © American Society of Civil Engineers.en_HK
dc.subjectConstruction industryen_HK
dc.subjectConstruction managementen_HK
dc.subjectMotivationen_HK
dc.subjectPerformance characteristicsen_HK
dc.subjectPersonnel managementen_HK
dc.titlePerformance consequences of psychological empowermenten_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0733-9364&volume=135&issue=12&spage=1334&epage=1347&date=2009&atitle=Performance+consequences+of+psychological+empowermenten_HK
dc.identifier.emailRowlinson, S:hrecsmr@hkucc.hku.hken_HK
dc.identifier.authorityRowlinson, S=rp01020en_HK
dc.description.naturepostprint-
dc.identifier.doi10.1061/(ASCE)CO.1943-7862.0000103en_HK
dc.identifier.scopuseid_2-s2.0-70450200642en_HK
dc.identifier.hkuros166970en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-70450200642&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume135en_HK
dc.identifier.issue12en_HK
dc.identifier.spage1334en_HK
dc.identifier.epage1347en_HK
dc.identifier.isiWOS:000271912100007-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridTuuli, MM=8257221700en_HK
dc.identifier.scopusauthoridRowlinson, S=7003696228en_HK

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