Employee Empowerment Practices and Work Engagement
Every organization in the in the modern world requires energetic, proactive, and dedicated workforce to survive in today’s competitive environment and need to act in response to greater customer demands. Given the reported financial and behavioral gains of engaged employees, organizations are seeking ways to hire, retain, and foster employee engagement. The present study was conducted with the aim of discovering the role of employee empowerment practices and its influence on work engagement. The study data was collected using standard questionnaires from 75 mid-level managers working in various organizations. The results supported study hypothesis, demonstrating that employee empowerment practices had a positive effect on work engagement, and all four employee empowerment practices (resources & procedure, autonomy, meaningfulness and trust) positively predicted a significant amount of work engagement. By exploring the relationship between employee engagement and employee empowerment practices (conditions that organization can influence), this study contributes and particularly emphasize to the practical application of initiatives to increase employee engagement. The findings from present research are of functional value for HR executives as most of the organizations are seeking ways to develop and foster work engagement and indirectly organization’s performance and profit.
Keywords: employee empowerment practices; resources and procedure; autonomy; meaningfulness; trust; work engagement