FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2006066974> ?p ?o ?g. }

• W2006066974 endingPage "154" @default.
• W2006066974 startingPage "130" @default.
• W2006066974 abstract "ABSTRACT While empowerment has emerged as a new management paradigm, virtually no research has combined structural and psychological approaches to develop an integrative approach. Moreover, prior research has not examined the effect of the cultural context on the relationship between empowerment and performance. Drawing on a sample of public employees working in the city of Seoul, the largest local government in Korea, this study examined the effects of structural and psychological empowerment on both in-role and extra-role performance, and the moderating effects of organizational individualism and collectivism. Of the 400 questionnaires, 191 usable respondents, combining employees' and managers' questionnaires, were returned. Data were analyzed using structural equation modeling (SEM). Results of the analyses indicated that psychological empowerment mediates the relationship between structural empowerment and extra-role performance, and that organizational collectivism moderates the relationship between psychological empowerment and extra-role performance. Based on these results, the implications of the findings are discussed. ACKNOWLEDGEMENTS This article was based on Taejun Cho's doctoral dissertation, completed at the University at Albany, State University of New York in the United States, under the supervision of Sue R. Faerman. Notes Note. **Correlation is significant at 0.01 level. *Correlation is significant at 0.05 level. Cronbach's alpha is presented in parentheses. Note. Unstandardized estimates are showed. This study examines whether an integrative model of empowerment reveals a positive impact of empowerment on individual performance, which to date has been an unexplored outcome in the empowerment literature. In particular, we are interested in examining whether the two approaches to empowerment improve in- and extra-role performance, respectively. That is, this study expects that structural and psychological empowerment have different predictive power for in-role and extra-role performance. Although empowerment has been designed to give more power and feelings of competence to employees in an organizational hierarchy, there has been scant research to study the relationship between empowerment and individual performance. Moreover, while some researchers have focused on the relationship between empowerment and individual performance (Stashevsky and Elizur Citation2000), almost no previous studies have examined both in-role and extra-role performance. As a theoretical and practical foundation of reinventing government movements, empowerment that focuses on redesigned practices and reorganizations has been studied in the public management (Aucoin Citation1996; Gore Citation1993; Osborne and Plastrik Citation1997). The empowerment literature in public management has mainly emphasized structural empowerment as an administrative strategy to increase work-related outcomes, and researchers in public management have rarely considered another approach to empowerment, i.e., psychological empowerment, in the extant literature. Regarding the importance of behavior in considering the measurement of performance, Motowidlo, Borman, and Schmit (Citation1997) point out two reasons that behavior should be a more important factor than results in performance models. They argue that, “states or conditions of things or people that are changed by performance are also affected by other factors not under the individual performer's control” and “a behavioral focus is necessary to develop a psychological understanding of selection processes and apply the full range of psychological principles and tools to the problem of prediction most fruitfully” (Motowidlo et al. Citation1997, 73). Additionally, Williams (Citation1988) argues that in- and extra-role behaviors may be used as dimensions of individual performance when a supervisor evaluates his or her subordinates' behaviors. In determining the sample size for conducting SEM, there are issues that should be considered for collecting data to be analyzed using a covariance structure analysis with the maximum likelihood estimation method. Some researchers have argued that a minimum sample size must exceed 100, although a sample size of 200 is recommended for a model with moderate complexity (Marsh, Balla, and McDonald Citation1988; Russell Citation2002). Additionally, for maintaining the stability of the covariance matrix, Wright (Citation2001) argues that a covariance analysis requires a sample size of at least 300 when the reliability of measures is moderate (.60). This study exceeded the minimum size for conducting SEM, but failed to achieve the recommended one. Additional informationNotes on contributorsTaejun Cho Taejun Cho (taejunc@kipa.re.kr) is Research Fellow of the Department of Governance and Public Finance at the Korea Institute of Public Administration in Korea. His research works focus on the integration of managerial and motivational approaches in the management processes. He is also interested in cultural differences at the organizational level. Sue R. Faerman Sue R. Faerman (sfaerman@uamail.albany.edu) is Distinguished Teaching Professor of Public Administration and Policy and also serves as the Vice Provost for Undergraduate Education at the University at Albany–SUNY in the United States. Her research interests focus primarily on the paradoxical elements of managerial and organizational performance, with a particular focus on conflict and collaboration. She is also interested in cross-cultural differences in managerial practices." @default.
• W2006066974 created "2016-06-24" @default.
• W2006066974 creator A5025377016 @default.
• W2006066974 creator A5076689152 @default.
• W2006066974 date "2010-05-19" @default.
• W2006066974 modified "2023-10-09" @default.
• W2006066974 title "An Integrative Model of Empowerment and Individuals' In-Role and Extra-Role Performance in the Korean Public Sector: Moderating Effects of Organizational Individualism and Collectivism" @default.
• W2006066974 cites W1258227 @default.
• W2006066974 cites W1976425153 @default.
• W2006066974 cites W1978416681 @default.
• W2006066974 cites W1983115028 @default.
• W2006066974 cites W1987881454 @default.
• W2006066974 cites W2006779932 @default.
• W2006066974 cites W2010920799 @default.
• W2006066974 cites W2012118635 @default.
• W2006066974 cites W2017488909 @default.
• W2006066974 cites W2019718024 @default.
• W2006066974 cites W2022051120 @default.
• W2006066974 cites W2028996546 @default.
• W2006066974 cites W2034242146 @default.
• W2006066974 cites W2034285317 @default.
• W2006066974 cites W2046611264 @default.
• W2006066974 cites W2051776797 @default.
• W2006066974 cites W2054056235 @default.
• W2006066974 cites W2054633347 @default.
• W2006066974 cites W2066926974 @default.
• W2006066974 cites W2067616162 @default.
• W2006066974 cites W2071497363 @default.
• W2006066974 cites W2071666535 @default.
• W2006066974 cites W2072906392 @default.
• W2006066974 cites W2074519717 @default.
• W2006066974 cites W2076072233 @default.
• W2006066974 cites W2081164355 @default.
• W2006066974 cites W2084248721 @default.
• W2006066974 cites W2088861238 @default.
• W2006066974 cites W2098766253 @default.
• W2006066974 cites W2104092422 @default.
• W2006066974 cites W2110961510 @default.
• W2006066974 cites W2114844053 @default.
• W2006066974 cites W2120153004 @default.
• W2006066974 cites W2128880674 @default.
• W2006066974 cites W2130940401 @default.
• W2006066974 cites W2132203829 @default.
• W2006066974 cites W2134914654 @default.
• W2006066974 cites W2135255056 @default.
• W2006066974 cites W2136417436 @default.
• W2006066974 cites W2139144705 @default.
• W2006066974 cites W2142045079 @default.
• W2006066974 cites W2150966033 @default.
• W2006066974 cites W2159602625 @default.
• W2006066974 cites W2164208110 @default.
• W2006066974 cites W2166813111 @default.
• W2006066974 cites W2332224685 @default.
• W2006066974 cites W4236219900 @default.
• W2006066974 cites W4236273421 @default.
• W2006066974 cites W4244926643 @default.
• W2006066974 cites W4252274129 @default.
• W2006066974 cites W4253857506 @default.
• W2006066974 cites W4297665049 @default.
• W2006066974 cites W4366305855 @default.
• W2006066974 cites W4383674690 @default.
• W2006066974 cites W646165828 @default.
• W2006066974 doi "https://doi.org/10.1080/10967491003769339" @default.
• W2006066974 hasPublicationYear "2010" @default.
• W2006066974 type Work @default.
• W2006066974 sameAs 2006066974 @default.
• W2006066974 citedByCount "29" @default.
• W2006066974 countsByYear W20060669742012 @default.
• W2006066974 countsByYear W20060669742013 @default.
• W2006066974 countsByYear W20060669742014 @default.
• W2006066974 countsByYear W20060669742017 @default.
• W2006066974 countsByYear W20060669742018 @default.
• W2006066974 countsByYear W20060669742019 @default.
• W2006066974 countsByYear W20060669742020 @default.
• W2006066974 countsByYear W20060669742021 @default.
• W2006066974 countsByYear W20060669742022 @default.
• W2006066974 countsByYear W20060669742023 @default.
• W2006066974 crossrefType "journal-article" @default.
• W2006066974 hasAuthorship W2006066974A5025377016 @default.
• W2006066974 hasAuthorship W2006066974A5076689152 @default.
• W2006066974 hasConcept C105795698 @default.
• W2006066974 hasConcept C147859227 @default.
• W2006066974 hasConcept C151730666 @default.
• W2006066974 hasConcept C15744967 @default.
• W2006066974 hasConcept C17022365 @default.
• W2006066974 hasConcept C17744445 @default.
• W2006066974 hasConcept C199539241 @default.
• W2006066974 hasConcept C20555606 @default.
• W2006066974 hasConcept C2779343474 @default.
• W2006066974 hasConcept C33923547 @default.
• W2006066974 hasConcept C71104824 @default.
• W2006066974 hasConcept C77805123 @default.
• W2006066974 hasConcept C86803240 @default.
• W2006066974 hasConcept C96420161 @default.
• W2006066974 hasConceptScore W2006066974C105795698 @default.
• W2006066974 hasConceptScore W2006066974C147859227 @default.
• W2006066974 hasConceptScore W2006066974C151730666 @default.
• W2006066974 hasConceptScore W2006066974C15744967 @default.

• next