Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model

Sergio Fernandez, Tima Moldogazíev

Research output: Contribution to journalArticle

60 Citations (Scopus)

Abstract

The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.

Original languageEnglish (US)
Pages (from-to)490-506
Number of pages17
JournalPublic Administration Review
Volume73
Issue number3
DOIs
StatePublished - May 1 2013

Fingerprint

empowerment
employee
performance
job satisfaction
Employee attitudes
Employee empowerment
Employee performance
Causal model
Testing
human capital
private sector
public sector
commitment
Job satisfaction
Innovativeness
Direct effect
evidence
Indirect effects

All Science Journal Classification (ASJC) codes

  • Sociology and Political Science
  • Public Administration
  • Marketing

Cite this

@article{a4eb96159e2444029220a6637416dc2d,
title = "Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model",
abstract = "The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.",
author = "Sergio Fernandez and Tima Moldogaz{\'i}ev",
year = "2013",
month = "5",
day = "1",
doi = "10.1111/puar.12049",
language = "English (US)",
volume = "73",
pages = "490--506",
journal = "Public Administration Review",
issn = "0033-3352",
publisher = "Wiley-Blackwell",
number = "3",

}

Employee Empowerment, Employee Attitudes, and Performance : Testing a Causal Model. / Fernandez, Sergio; Moldogazíev, Tima.

In: Public Administration Review, Vol. 73, No. 3, 01.05.2013, p. 490-506.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Employee Empowerment, Employee Attitudes, and Performance

T2 - Testing a Causal Model

AU - Fernandez, Sergio

AU - Moldogazíev, Tima

PY - 2013/5/1

Y1 - 2013/5/1

N2 - The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.

AB - The last three decades have witnessed the spread of employee empowerment practices throughout the public and private sectors. A growing body of evidence suggests that employee empowerment can be used to improve job satisfaction, organizational commitment, innovativeness, and performance. Nearly all previous empirical studies have analyzed the direct effects of employee empowerment on these outcome variables without taking into account the mediating role of employee attitudes. This article contributes to the growing literature on employee empowerment by proposing and testing a causal model that estimates the direct effect of employee empowerment on performance as well as its indirect effects as mediated by job satisfaction and innovativeness. The empirical analysis relies on three years of data from the Federal Human Capital Survey/Federal Employee Viewpoint Survey and a structural equation modeling approach, including the use of lagged variables. The results support the hypothesized causal structure. Employee empowerment seems to have a direct effect on performance and indirect effects through its influence on job satisfaction and innovativeness, two key causal pathways by which empowerment practices influence behavioral outcomes.

UR - http://www.scopus.com/inward/record.url?scp=84877343757&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84877343757&partnerID=8YFLogxK

U2 - 10.1111/puar.12049

DO - 10.1111/puar.12049

M3 - Article

AN - SCOPUS:84877343757

VL - 73

SP - 490

EP - 506

JO - Public Administration Review

JF - Public Administration Review

SN - 0033-3352

IS - 3

ER -