Identifying the components of employee empowerment to provide a comprehensive model for the welfare organization

Raiisi, Zahra; Bagheri, Mehdi; Jahed, Hosseinali

[Home ] [Archive]

[ فارسی ]

Journal of Ilam University of Medical Sciences

Main Menu

Home

Journal Information

Articles archive

Publication Ethics

Peer Review Process

Indexing Databases

For Authors

For Reviewers

Subscription

Contact us

Site Facilities

Google Scholar Metrics

	All	Since 2019
Citations	6342	3647
h-index	27	20
i10-index	187	80

Search in website

Receive site information

Registered in

Volume 31, Issue 5 (12-2023)

Journal of Ilam University of Medical Sciences 2023, 31(5): 58-69

Back to browse issues page

Identifying the components of employee empowerment to provide a comprehensive model for the welfare organization

Zahra Raiisi¹

, Mehdi Bagheri ^*

², Hosseinali Jahed³

1- Dept of Educational Management, Kish International Branch, Islamic Azad University, Kish Island, Iran
2- Dept of Educational Management, Bandar Abbas Branch, Islamic Azad University, Bandar Abbas, Iran , mbagheri.sbu@gmail.com
3- Dept of Educational Management, West Tehran Branch, Islamic Azad University of Tehran, Iran

Abstract: (341 Views)

Introduction: The improvement of every administration and health system has always received assiduous attention. One of the processes that every system should pay attention to is empowerment. Therefore, the present study aimed to determine the empowerment components of employees working in the Ilam Welfare Organization.
Material & Methods: This applied research was conducted based on a qualitative approach and ground theory method in 2022-2023. The statistical population included professors and experts in the field of employee empowerment. Sampling was performed using the available and snowball method, and theoretical saturation was achieved with 15 cases. The interviewees of the research were 15 professors and experts in the field of employee empowerment who had the most experience in the research topic, and the data analysis was performed manually.
Results: Based on the findings, 12 components and 24 subcomponents were identified in the field of empowerment of welfare organization employees, including individual skills, group skills and management (causal conditions), ethics, communication (contextual conditions), knowledge and improvement of the work environment (intervening conditions), managerial ability., moral ability, communication ability (strategies), promotion of service to employees, and the use of employees' potential capacities (consequences).
Conclusion: Paying attention to skills and management at the individual and group level creates the possibility of employee empowerment in the welfare system. Necessary attention to knowledge and environment on the one hand and management and communication guidelines on the other hand provide the necessary platform and conditions for the growth of employees. The welfare organization will benefit from the effective result of empowerment when it uses its employees and their potential capacities.

Keywords: Employees, Empowerment, Grounded theoryWelfare organization

Full-Text [PDF 405 kb] (169 Downloads)

Type of Study: Research | Subject: psychology
Received: 2023/08/7 | Accepted: 2023/10/8 | Published: 2023/12/6

References

1. Kanjanakan P, Wang PQ, Kim PB. The empowering, the empowered, and the empowerment disparity: A multilevel analysis of the integrated model of employee empowerment. Tour Manag 2023;94:104635.1-15.doi: 10.1016/j.tourman.2022.104635.

2. Peng J, Nie Q, Chen X. Managing hospitality employee cyberloafing: The role of empowering leadership. Int J Hosp Manag 2023;108:103349. doi.org/10.1016/j.ijhm.2022.103349.

3. Marin-Garcia JA, Bonavia T. Empowerment and employee well-being: A mediation analysis study. Int. J. Environ. Res. Public Health 2021;18:5822. doi.org/10.3390/ijerph18115822.

4. Tally AC, Abbott J, Bochner A, Das S, Nippert-Eng C. What Mid-Career Professionals Think, Know, and Feel About Phishing: Opportunities for University IT Departments to Better Empower Employees in Their Anti-Phishing Decisions. Proc ACM Hum-Comput Interact 2023;7:1-27.doi: 10.1145/3579547.

5. Joo B-K, Yoon SK, Galbraith D. The effects of organizational trust and empowering leadership on group conflict: psychological safety as a mediator. J Manag Organ 2023;20:4-16.doi: 10.1108/OMJ-07-2021-1308.

6. Dennerlein T, Kirkman BL. The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior. J Appl Psychol 2022.doi: 10.1037/apl0001013.

7. Lin M, Ling Q, Zhang L, Cui X, Zhang Z. The effects of manager role stress on job thriving of both employees and managers through empowering leadership. Tour Manag 2022;92:104545.doi: 10.1016/j.tourman.2022.104545.

8. Kim M, Beehr TA. Empowering leadership improves employees’ positive psychological states to result in more favorable behaviors. Int J Hum Resour Manag 2023;34:2002-38.doi: 1080/09585192.2022.2054281.

9. Dahleez KA, Aboramadan M, Abu sharikh N. Empowering leadership and healthcare workers performance outcomes in times of crisis: the mediating role of safety climate. J Organ Eff 2022;9:401-21.doi: 10.1108/JOEPP-03-2021-0080.

10. Noordink T, Verharen L, Schalk R, van Eck M, van Regenmortel T. Measuring instruments for empowerment in social work: A scoping review. Br J Soc Work 2021;51:1482-508.doi: 10.1093/bjsw/bcab054.

11. Strauss A, Corbin J. Basics of qualitative research techniques. 1998.P.13-15.

12. Wowra SA, McCarter R. Validation of the empowerment scale with an outpatient mental health population. Psychiatr Serv 1999;50:959-61.doi: 10.1176/ps.50.7.959.

13. Colombo C, Moja L, Gonzalez-Lorenzo M, Liberati A, Mosconi P. Patient empowerment as a component of health system reforms: rights, benefits and vested interests. Int Emerg Med 2012;7:183-7.doi: 10.1007/s11739-012-0757-1.

14. Jemal M, Kure MA, Gobena T, Geda B. Nurse–physician communication in patient care and associated factors in public hospitals of harari regional state and dire-dawa city administration, eastern ethiopia: a multicenter-mixed methods study. J Multidiscipl Healthc 2021:2315-31.doi: 10.2147/JMDH.S320721.

15. Addelyan Rasi H, Moula A, Puddephatt AJ, Timpka T. Empowering Single Mothers in Iran: Applying a Problem-Solving Model in Learning Groups to Develop Participants' Capacity to Improve Their Lives. Br J Soc Work 2012;43:833-52.doi: 10.1093/bjsw/bcs009.

16. Bulsara C, Styles I, Ward AM, Bulsara M. The psychometrics of developing the patient empowerment scale. J Psychosoc Oncol 2006;24:1-16. doi: 10.1300/J077v24n02_01.

17. Jung HS, Yoon HH. Improving frontline service employees' innovative behavior using conflict management in the hospitality industry: The mediating role of engagement. Tour Manag 2018;69:498-507.doi: 10.1016/j.tourman.2018.06.035.

18. Huertas-Valdivia I, Gallego-Burín AR, Lloréns-Montes FJ. Effects of different leadership styles on hospitality workers. Tour Manag 2019;71:402-20.doi: 10.1016/j.tourman 2018.10.027.

19. Kabir S, David P, Irene Akua A, Seye A, Abdul G, Soumya S. Learning is a means to progress and empowerment for health systems. BMJ Global Health 2022;7(Suppl 7):e010572.doi: 10.1136/bmjgh-2022-010572.

20. Brymer RA. Employee empowerment: A guest-driven leadership strategy. Cornell Hosp Q 1991;32:58-68. doi.org/10.1177/001088049103200116.

21. Smith B. Empowerment ‐ the challenge is now. Empowerment in Organizations 1997;5:120-2.

22. Hashemy, Seyed Hamed, Yousefi, Minoo, Soodi, Shahla Omidi. Explaining Human Resource Empowerment Pattern and Organizational Excellence among Employees of Emergency of Guilan's University Hospitals. Procedia Soc Behav Sci 2020;2:41-55. doi.org/10.1016/j.sbspro.2016.09.002.

23. Cui J, Mao L, Newman CE, Kwan CK, Lancaster K. Managing Risk in the Pro-Empowerment Era of Mental Health Care: A Cross-Cultural Study of Social Work Perspectives in Hong Kong and Sydney. Br J Soc Work 2020;51:831-48.doi: 10.1093/bjsw/bcaa232.

24. Jo SJ, Park S. Critical review on power in organization: empowerment in human resource development. Eur J Train Dev 2016;40:390-406.doi: 10.1108/EJTD-01-2016-0005.

25. Afandi A. MENTORING PROGRAM: Empowerment and Human Resources Development. AKADEMIK: Jurnal Mahasiswa Humanis 2021;1:87-94. doi.org/10.37481/jmh.v1i3.458.

26. Kanaany M, Hasani R, mohamadi m. A Systematic Review of Identifying Aspects and Indicators of Improving Learning Culture Model at Schools. JEDU 2021;12:15-1.doi: 10.30495/JEDU.2021.25758.5138.

27. Wilkinson A. Empowerment: theory and practice. Pers Rev 1998;27:40-56. doi.org/10.1108/00483489810368549.

Send email to the article author

Add your comments about this article

Ethics code: IR.IAU.ILAM.REC.1402.005

Mendeley

Zotero

RefWorks

Raiisi Z, Bagheri M, Jahed H. Identifying the components of employee empowerment to provide a comprehensive model for the welfare organization. J. Ilam Uni. Med. Sci. 2023; 31 (5) :58-69
URL: http://sjimu.medilam.ac.ir/article-1-8051-en.html

Rights and permissions
	This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Volume 31, Issue 5 (12-2023)

Back to browse issues page

Persian site map - English site map - Created in 0.16 seconds with 41 queries by YEKTAWEB 4646