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dc.contributor.advisorKlein, Howard
dc.creatorPolin, Beth
dc.date.accessioned2013-03-21T16:43:28Z
dc.date.available2013-03-21T16:43:28Z
dc.date.issued2013-03
dc.identifier.urihttp://hdl.handle.net/1811/54231
dc.descriptionBusiness: 3rd Place (The Ohio State University Edward F. Hayes Graduate Research Forum)en_US
dc.description.abstractDespite its consistent use and application by management scientists and practitioners alike, an in-depth review of the empowerment literature concludes the construct lacks conceptual clarity, leaving research surrounding the construct of empowerment questionable. It is critical that a clear conceptualization of the empowered state exist to increase the utility of the phenomenon and allow for the development of the empowerment process. After a detailed review of past and current approaches to defining empowerment, a clarified and more accurate definition of the empowered state is presented. Keeping in mind its power roots and its multidimensional nature, the empowered state is defined as a psychological state reflecting autonomy, control, and accountability. These components reflect an employee who reaches an empowered state perceiving they have authority and self governance over their own work and aspects of their work environment, and knowing they are held accountable in their work outcomes. Once this reconceptualization of the empowered state has been thoroughly discussed, a model of the empowerment process is proposed, identifying factors impacting the degree to which an employee experiences an empowered state, the antecedents and outcomes of such a state, and other mediating variables.en_US
dc.language.isoen_USen_US
dc.relation.ispartofseries2013 Edward F. Hayes Graduate Research Forum. 27then_US
dc.subjectEmployee Empowermenten_US
dc.subjectParticipative Managementen_US
dc.titlePutting the Power Back Into Empowerment: A Construction of the Empowered State and the Empowerment Processen_US
dc.typeArticleen_US
dc.description.embargoNo embargoen_US


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