Essay On Psychological Empowerment

2.6.1.2 Opportunity

Opportunity is related to expectations and future advancement within an organization. Opportunity includes the ability to have challenging work that increases skills and knowledge; other opportunities that employee’s value may be time off or a work schedule that fits into their lifestyle. Employees respond to opportunity in a variety of ways, depending on whether their job or role has low or high potential for it. Too little opportunity can result in inactivity and disinterest, and too much opportunity may result in a lack of commitment or investment in the current assignment (Kanter, 1993). In general, it means a sense of challenge and chance to grow and develop and in brief, it shows the environment for learning and development

So psychological empowerment measures the extent to which employees perceive they are allowed to use their own initiative and judgment in performing their jobs (Hartline and Ferrell, 1996). In sum, psychological empowerment reflects an active orientation to work, and pass on the notion that individuals not only want to, but are able to, shape their work role and context. Psychological empowerment is a process because it begins with the interaction of one’s personality characteristics within the work environment; then the interaction of environment with personality shapes the empowerment cognitions, which in turn motivate individual behavior (Spreitzer, 1995). Each dimension of psychological empowerment dimensions will be discussed with coming

Thus, to be effective in the empowerment process, empowerment requires that managers and staff members, who play a critical and essential role in the entire empowerment process, must define their empowerment, not assume or guess at their roles. Managers should never permit ambiguity about the power or its exercise. The consequences of its expression (both positive and negative) should also be clearly defined at the outset of the empowered relationship between managers and staff (Rapp, et al., 2006; Porter, 1998). The core of employee empowerment process is: show people what they have to know, teach them how to do it, give them the tools they need, and they will do a job that will meet, and often exceed, expectations. The key words here are "show," "teach" and "give." So if you want empowered employees, you have to prepare them for the job. This means that empowerment is a process of things linked with each other to form empowerment at the end (Gresham,