The complexities of employee empowerment have been largely underestimated and it is clear that organisations struggle with putting the concept into practice. Rozana Ahmad Huq recognises that effective utilisation of human resources is a strategic issue for organisations. Hierarchical organisations struggle to survive. The growing trend for downsizing and merging of organisations means that they can no longer maintain the 'command and control' approach and employees are given more responsibility and expected to take decisions. However, simply burdening employees with extra responsibility without empowering them does not deliver results. Drawing on her own research in organisations, Dr Huq investigates the concept of empowerment in a new way that combines themes from the disciplines of management and social work, the latter being a domain where empowerment is an important construct. This helps to bridge the gaps in knowledge in the management domain and draws attention to the positive and negative psychological implications for employees of the practice of empowerment that are often ignored by leaders and managers. Ultimately, the author offers a 'practice model' to help people in management and non-management understand the new roles and behaviours that they need to adopt if empowerment is to become a reality. This book is a resource for any business or other organisation genuinely interested in employee empowerment and for those with a responsibility for teaching about it.

This book explores how psychological empowerment can influence and enhance job satisfaction. The authors argue that in today’s working climate the wellbeing and involvement of employees is of utmost importance to any company’s overall success and that management techniques like empowerment are the most effective means of achieving this goal. Based on an empirical study examining job satisfaction amongst employees of several private sector, public sector and new generation banks in Kerala, India as well as extensive literature review, this book discusses the role psychological empowerment plays in enhancing job satisfaction both locally and internationally. It goes on to analyze four dimensions of psychological empowerment and the role of job satisfaction in the relationship between psychological empowerment and job related stress. This book will be of great interest to scholars in management and psychology and is essential reading for industrialists and managers wanting to apply empowerment strategies in their own workplace.

This book is for Managers, Industrial Psychologists, HR Professionals and Organizational Development Consultants who wish to enhance employees' human potential, competencies and performance which in turn will lead to the improved efficiency of organisations. This will ultimately have a positive effect on the socio-economic environment. The book includes strategies for the empowerment of all categories of employees. The significance that employees should experience true empowerment, in other words, psychological empowerment is stressed. Psychological empowerment surpasses all other efforts to empower. It is the X-factor of empowerment. It is about empowerment that is not simply structural or mechanistic, such as positions and pay packets, but includes aspects of feeling, such as feeling competent and having influence. The book is based on the author's doctoral thesis and the research she undertook for this purpose. Therefore the student of Organizational Psychology will find it to be a useful resource. It is equally useful for employees aspiring for achievements and making a difference.

"The desire for the power to control the conditions in one's life is a basic need possessed by virtually everyone. Power is sometimes associated with the desire for personal safety. It is also referred to as closely associated with free will, the ability to choose, and the degree to which a person can influence others. In individualistic societies, personal power is a primary value of the culture and is considered more important than the priorities of the group. This book is about "power with" rather than "power over" others - but also addresses power within oneself. We have written with the intent to help leaders to more effectively empower others within their organizations - but we have focused as well on the critical importance of self-empowerment and the ability of individuals to take control of their own lives to become the best persons that they can be. It is painfully evident that today's leaders have failed badly at empowering their employees - resulting in relationships that are frequently strained and generating employee commitment that is often "marginal" at best. Worldwide, empowerment and employee engagement are both low and employees have lost trust for leaders in organizations of all types. The inability of organizations to engender employee commitment and extra-mile performance detracts from the ability of companies to compete in today's global environment - but "old style" command and control management policies nonetheless prevail in many companies - to the detriment of the companies, their customers and employees, and to society at large. Self-empowerment is equally a problem. Employees who wish to grow and progress on the job are common - but 70% of all employees today report that they are actively looking for a new job and many have a low regard for their companies and their companies' leaders. Opportunities for growth are often diminished as managers and supervisors fail to involve their employees in decisions critical to their companies' success. Yet the status quo prevails. We focus not only on employee self-empowerment but on the personal self-development that many individuals yearn for as they strive to "find their voice" and become the best possible version of themselves. We cite scholars from a broad variety of disciplines in offering their wisdom and add recommendations that can help individuals to acquire the traits and qualities so important to self-improvement. We encourage the readers to invest their time and effort to not only reading this book but to reflecting on its insights. Our intention is to help every reader to discover within themselves abilities and opportunities beyond their expectations as they strive to achieve the success that empowerment and self-empowerment make possible"--

In recent years there has been a weight of evidence suggesting that engagement has a significantly positive impact on productivity, performance and organisational advocacy, as well as individual wellbeing, and a significantly negative impact on intent to quit and absenteeism from the work place. This comprehensive new book is unique as it brings together, for the first time, psychological and critical HRM perspectives on engagement as well as their practical application. Employee Engagement in Theory and Practice will familiarise readers with the concepts and core themes that have been explored in research and their application in a business context via a set of carefully chosen and highly relevant original and case studies, some of which are co-authored by invited practitioners. Written in an accessible manner, this book will be essential reading for scholars in the field, students studying at both undergraduate and postgraduate levels, as well as practitioners interested in finding out more about the theoretical underpinnings of engagement alongside its practical application.

Employee engagement is a novel concept that has been building momentum in recent years. Understanding Employee Engagement: Theory, Research, and Practice exposes the science and practice of employee engagement. Grounded in theory and empirical research, this book debates the definitions of engagement, provides a comprehensive evaluation of empirical findings in the engagement field including a focus on international findings, and offers implications for science and practice in organizations. Employers can learn how to foster and drive engagement to increase productivity and happiness, and researchers can master the existing engagement literature and begin to study the many propositions and new models Zinta S. Byrne, Ph.D. proposes throughout the book.