Cheung Lin Shing. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 141-146). / Abstract also in Chinese. / ABSTRACT --- p.I / ACKNOWLEDGEMENTS --- p.III / TABLE OF CONTENTS --- p.IV / LIST OF TABLES --- p.VI / LIST OF FIGURES --- p.VII / Chapter CHAPTER 1 --- Introduction --- p.1 / Chapter CHAPTER 2 --- Empowerment - What is it? A Literature Review --- p.6 / Chapter CHAPTER 3 --- Empowerment as a Process --- p.22 / Chapter CHAPTER 4 --- Antecedents of empowerment --- p.34 / Chapter CHAPTER 5 --- The Process of Change --- p.46 / Chapter CHAPTER 6 --- The Results of the Empowerment Process --- p.56 / Chapter CHAPTER 7 --- Research Design --- p.61 / Chapter CHAPTER 8 --- Data Analysis --- p.68 / Chapter CHAPTER 9 --- Hypothesis Testing --- p.78 / Chapter CHAPTER 10 --- Discussion and Conclusions --- p.101 / APPENDIX 1 Summary of the Literature Review of Empowerment --- p.119 / APPENDIX 2 Questionnaire Design --- p.135 / REFERENCES --- p.141

The notion of improving employee productivity and satisfaction through increased work autonomy has led to a variety of managerial practices that seek to enhance employees' sense of control over their work and workplace. One such organizational intervention which has gained currency last decade is empowerment. This thesis is an attempt clearly explicate the precise nature of the empowerment construct through theoretical analysis and empirical investigation. / An analysis of the construct of power from a psychological perspective yielded three dimensions of power: power as perceived control, power as perceived competence and power as being energized toward valued goals. Based on this analysis and a review of existing literature on empowerment, the empowered state was defined as a cognitive state perceived control, perceived competence and goal internalization. Building on this definition, a number of antecedents and of empowerment were examined leading to theoretical propositions and testable hypotheses. / The empirical test of the proposed theoretical framework was carried out in two stages. Phase I was devoted to the development of a psychometrically sound measure of empowerment. Phase II was concerned with construct validation through the testing of hypotheses relating the empowerment construct to other established constructs. / The empirical results supported the view that empowerment is a construct conceptually distinct from other constructs such as delegation, self-efficacy and intrinsic task motivation. The proposed multi-dimensional nature of empowerment was also strongly supported. In addition, organizational and job level context factors as well as select managerial behaviors were identified as possibile antecedents of empowerment. Empowerment was also found to be significantly related to a number of outcome variables including job satisfaction, job involvement and organizational commitment. The thesis concludes with implications for managerial practices and suggestions for future research.

The main objective of this study was to develop a system of indicators which reflect the level of employee empowerment in an organisation. To be able to do this, a literature study on employee empowerment was conducted. This study considered employee empowerment as a multi-dimensional concept within organisations, with the aim of identifying crucial components needed for an organisation to empower employees. Existing scale development methodology was used to develop a scale to measure employee empowerment. Similarly, existing methodology surrounding the development of indicators was used to construct specific indicators for the organisation in which the research was conducted. The reason existing methodologies were used was that the focus of the study was not on the development of the methodology itself, but on the development of an employee empowerment scale as well as a set of indicators which demonstrate employee empowerment. Scale development methodology specifies that four phases, nine main moments and twenty four steps are required to develop a scale. Indicator development methodology consists of five stages. Each stage has main moments and operational elements. These processes were explained, and their applicability to this study demonstrated. In the course of the literature study, seven dimensions of employee empowerment were identified and discussed, namely power, morale, intrinsic motivation, self-efficacy, meaningfulness, self-determination and trust. For an organisation to be empowered, nine dimensions were identified, namely vision, transparency and teamwork, discipline and control, support and security, responsibility, information, rewards, decision-making and training. In considering the assessment of employee empowerment, the implementation as well as possible limitations and pitfalls of employee empowerment were discussed. The role management plays in this regard was also examined. An overview of the organisation in which the research was conducted was given. This overview explained the history of the factory and how it operates today. Data analysis consisted of the descriptive characteristics of the sample. A factor and reliability analysis was done. Comparisons were drawn between the empirical factors and variables. Cross tabulations were conducted between different sections of the questionnaire. Assessing the degree of validation and reliability of this study was the next step. Reliability was measured by means of a split half reliability and coefficient alpha. Validity was assessed in terms of face validity, content validity and factor analysis. The crucial component of this study was the development of indicators. This was done by examining the index of indicators and identifying significant indicators. Each of the three factors identified in this study were compared statistically to the significant indicators. Through additional linear regression, the final index of qualifying indicator variables were identified. These indicators reflect the level of employee empowerment. The study concludes by providing recommendations for future research as well as recommendations regarding the empowerment of employees within the factory. / Dr. W. Roestenburg Dr. E. Oliphant

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Thesis (M.B.A.)--Naval Postgraduate School, December 2003. / "MBA professional report"--Cover. Thesis advisor(s): Alice Crawford, Bill Gates. Includes bibliographical references (p. 49-51). Also available online.

Thesis (Ed. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 106-119). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 106-119). Also available on the Internet.

Thesis (MEd (Human Resource Studies))--University of South Australia, 1996

Thesis (Ed. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 111-122). Also available on the Internet.

Thesis (Ed. D.)--University of Missouri-Columbia, 1999. / Typescript. Vita. Includes bibliographical references (leaves 111-122). Also available on the Internet.