psychological empowerment and engagement resulting in job ...

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PSYCHOLOGICAL EMPOWERMENT AND ENGAGEMENT RESULTING IN JOB SATISFACTION OF EMPLOYEES WORKING IN SERVICE INDUSTRY OF PAKISTAN: A STUDY OF NURSING STAFF 1

Abeer Imam, [email protected] 2 Shazia Hassan [email protected] 1 Department of Management Sciences, COMSATS Institute of Information Technology, Lahore, Pakistan 2 University of Central Punjab, Lahore, Pakistan ABSTRACT: Employee empowerment is a complex concept of management and is gaining importance. It helps sharing of power of top management with the line management. Empowerment is every employee at every level of management is empowered and organization then prospers with the “leaders of leaders”. Psychological empowerment is more understandable with the four motivational constructs; meaning, competence, self-determination and impact. Engagement is also a multifaceted term which includes emotion and cognition. Engagement is the emotional and intellectual commitment of employees towards organization. Job satisfaction is an employee attitudinal variable that includes feelings and emotions of an individual towards his job. This study is a cross-sectional study and investigates the impact of psychological empowerment and engagement on job satisfaction in the service industry of Pakistan. This study identified that employee of service industry experience job satisfaction in a stressed environment through psychological empowerment and engagement. The research work was done through survey questionnaire adopted from empirical studies. Information and data regarding study variables were obtained from the nursing staff of IBS Hospital, using convenience sampling technique. Analysis was done using techniques of correlation, regression analysis to find the extent of relationship between the study variables. Limitations of the study were also presented. Keywords: Psychological Empowerment, Engagement, Job Satisfaction, Service Industry, Nurses, Pakistan

1. INTRODUCTION: At workplace some people show high commitment, high satisfaction, interest, eagerness, zeal and zest towards their achievement, goals and objectives. While, there are some people who are exhausted, tired, have low satisfation, towards their goals and objectives, they sometimes show an irresposible behavior towards achievement of their goals. Employees shows this type of different behavior because of the some internal and external factors that define his/her self motivation and determination. More specifically, psychological empowerment is the internal factor that leads to an employee satisfaction, self-determination, and commitment in an organizational scenario [1]. Empowerment has been considered a change strategy that is used to align and help make organization conform to the changes that are prevailing in the work environment [2-4]. It helps brings a change to the organization. It makes employees to make decision at their managerial level, this is a complex process. Psychological empowerment has earned recognition in management related theories and practices [5-10]. Four dimensions of psychological empowerment -meaning, competence, self determination and impact- developed by [9] and [10] are important measurement tools. These four dimensions can be related to various employee attitudinal outcomes, work behaviors and performance [7, 9]. Job satisfaction has also been an important academic concept has gained the attention, over the years, of researchers from management and social psychology background [11]. Psychological empowerment has gained an increased popularity in academics and nursing as it is the antecedent of increased productivity and job satisfaction [12]. Psychological empowerment helps to enhance the productivity and job satisfaction. Similarly, when employees

experience increased psychological empowerment they are actually actively participating towards leadership behaviors e.g. innovative behaviors, maximized effectiveness and more adopted to change behavior without any job position in consideration [12]. 1.1 Rationale of the study: Being the prevalent health professional groups, nurses are considered to be the imperative and vital healthcare services. Their work has also an influence on patient’s fitness, wellbeing and remedial [13-14]. Nurse’s work has been considered a highly stressful work [15] because they have to give extra time and energy expenditure [16]. There are very few researches done in service sector regarding psychological empowerment [1] especially in context of Pakistan. There is lack of work done on job satisfaction of nurses in Pakistan resulting from Psychological Empowerment and Employee Engagement. Therefore, this study will inclined to examine whether psychological empowerment and employee engagement will help nurses to experience job satisfaction from a highly stressed work. 1.2 Objective of the Study: The objective of this study is to find the impact of psychological empowerment and employee engagement on job satisfaction among nurses in service sector of Pakistan. This study will also determine how engagement helps attain the job satisfaction among nurses of the service sector. 1.3 Research Question: 1. What is the strength of relationship between the Psychological Empowerment, Employee Engagement and Job Satisfaction?

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2.

How Psychological empowerments affect job satisfaction among nurses in the service sector? 3. How Engagement affect the job satisfaction among nurses in service sector? 1.4 Significance of the Study: This study will contribute to test the relationship between engagement and job satisfaction among nursing staff which is not previously tested. 2. LITERATURE REVIEW: 2.1 Empowerment: As found by [2] employee empowerment or decision making (participative) is not a simple concept of management; employee empowerment helps employees to make decisions [17]. Different authors have defined empowerment differently. [18] suggested that empowerment is delegation and accountability of employees, this type of approach is known to be a mechanist or top-down approach. Empowerment is also about taking blame and responsibility for decision that are made by the employee [19]. Empowerment is actually about trust and accountability [20]. According to [21] empowerment is also another name of delegation or sharing of power, or authority by those employees who are in top level as compared to lower level management employees. This is actually decentralizing the power of decision making, towards the lower level manager, which is commonly bestowed with the immediate upper level of the management than that lower level [22]. It is also known to be process in which the power and responsibility is shared and collective amongst individuals who are hierarchically unequal and disproportionate [23]. [24] reported this thing as every employee at every level of management is empowered and organization then prosper with the “leaders of leaders”. This type of participatory management help balance and equate the involvement of superiors and their subordinates in sharing information, making decision and solving problem [23]. Empowerment is defined as the process of sharing managerial decision making by the employees at every level [25]. Empowerment is also defined as some aspects of control over decision making, work processes, goals set for performance and/or other people or employees [26]. 2.1.1 Psychological Empowerment: Psychological empowerment has been largely studied in business and organizations to understand the management at business and organizational level [27]. Empowerment is the motivational concept of self-efficacy [28]. However, [10] reported that empowerment being the versatile term, its importance and essence can not confine to a single term or concept. According to [9-10] empowerment is the increased intrinsic task motivation manifested as four cognitions, which shows how an individual employee’s orientation to the job and work roles that has been assigned to them. These are 1. Meaning, 2. Competence (self-efficacy), 3. Self determination, 4. Impact. 1. Meaning: it is judged with the individual employees own ideals or standards regarding job related goals [10]. It is also

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“a fit between the requirements of a work role and belief, values, and behaviors” [29,30]. 2. Competence: this is also regarded as self-efficacy, its ones belief in ones capacity and potential to perform work roles with expertise [31]. This competence is parallel to individual mastery or effort-performance expectancy [32]. 3. Self-determination: it is ones sense of having an option and opportunity in commencing and regulating actions and dealings [33]. 4. Impact: “a degree to which an individual can influence strategic, administrative or operating outcomes at work” [34]. An individual who believe to influence the systems in which they are working and affect the organizational productivity tend to show a more motivation [35]. Psychological empowerment is “a motivational construct manifested in four cognitions: meaning, competence, selfdetermination and impact [9]. 2.2 Engagement: According to [36] employee engagement mainly depends on the psychological skills and practice of job and job circumstances and background form the process through which people make their selves mentally and physically presented at the workplace during the job or work performance. He also stated that engagement is a multifaceted concept. Engagement can be emotional, cognitive or physical. Engagement is becoming an extensively used term [37]. Different authors defined engagement as, Engagement occurs when an employee experience a cognitive conscientious and emotional affection with other employee at the workplace [38]. According to [39] employees who show disengagement, their work behaviors and performance become low and they do not show any effort or perform well. Disengaged employees are more inclined towards the withdrawal of cognition and emotional attachment towards their responsibility and work behaviors [38]. This disengagement can be caused by the low empowered jobs and/or when employees think that they do an unimportant work. Another reason can be that employees having disengagement towards their job, they sometimes face low need for social interaction. Employee engagement is defined as “the emotional and intellectual commitment of employees towards organization” [40-42]. [43] defined it as the discretionary and open effort is showed by the employees at their workplaces. Psychological presence is essential when employees perform their job. This is known as employee engagement [36,44]. [45] defined it as along with psychological presence of employees at their workplace, engagement involves attention and absorption. Attention is “cognitive ability and the amount of time one spends thinking about a role.” Absorption is “being endorsed in a role and refers to the intensity of one’s focus on a role.” 2.3 Job Satisfaction: Job satisfaction has always been an area of interested to social sciences and organizational psychology scientists [22]. Job satisfaction is simply an employee attitudinal variable that actually includes ones feelings and emotions towards ones job and its various aspects [9]. Since many researchers have defined differently in their studies but still job satisfaction has always creates problem for the researchers to

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define it properly [46]. According to [47] job satisfaction is a concept that is a pleasurable or positive emotional state that is caused by the consideration of an employee job or his/her job knowledge (by the supervisor or management). Job satisfaction is defined as “an overall affective orientation on the part of individuals toward work roles which they are presently occupying [48]. [49] has defined job satisfaction as ones’ (employee) attitude or an “orientation” and [9] also associated a different assumption and perspective of attitude with the job satisfaction. It is an attitude of an employee towards his/her job, which generally originated from the perception of their job and to the extent that brings a good fit and healthy relationship between employee and its organization [50]. Regarding psychological empowerment, employee engagement and job satisfaction, research hypothesis can be stated as Research Hypothesis 01: There exists a significant positive interdependence between Psychological Empowerment and Job Satisfaction Research Hypothesis 02: There exists a significant positive interdependence between Employee Engagement and Job Satisfaction 2.4 Psychological Empowerment and Job Satisfaction: Psychological empowerment is an employee motivation behind the choice of becoming involved at the workplace and getting capable to contour and form their work roles [9]. Empowerment has been greatly related to increased and enhanced nurse’s job satisfaction, their increased engagement

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towards work, commitment towards organization and lesser burnout [51-53]. Similarly, many other authors have found the relationship between psychological empowerment and job satisfaction among nurses in service industry. According to [54-56] empowerment has been associated and related to employee job satisfaction. There has also been an established significant and meaningful relationship between empowerment and satisfaction towards job [57-58]. In china nurses shows a significant correlation of empowerment with job satisfaction [59]. Psychological empowerment along with the structural empowerment was significantly producing the job satisfaction among nurses in Ontario [56]. Their study also showed that the 38% of the variation in job satisfaction of nurses was explained by the psychological and structural empowerment. [35] reported that meaning and self determination have an impact on job satisfaction while competence and impact dimensions were less concerned with job satisfaction as these were more related to work effectiveness. Hence research hypothesis can be stated as: Research Hypothesis 03: Psychological Empowerment will have significant positive impact on Job Satisfaction 2.5 Employee Work Engagement and Job Satisfaction: The research hypothesis for employee work engagement and job satisfaction is stated as: Research Hypothesis 04: Employee Work Engagement will have significant positive impact on Job Satisfaction 3. THEORETICAL FRAMEWORK:

Figure-1 Theoretical Model

4. RESEARCH METHODOLOGY: Research methodology has an importance in a way that it helps suggests the methodological design which has the logic that helps the researcher to answer the questions which are important to the research [60] and also help identify and collect information regarding the study variables [61]. This study was destined to collect data about the psychological empowerment and engagement, among nurses in the service sector of Pakistan, and to find their impact on the job satisfaction. Convenience sampling techniques was used to select the respondent for the study. IBS Hospital (a hypothetical name, to save the identity of the Hospital actually studied for the purpose of privacy) was targeted to get a survey done by both male and female nurses. Personal visits were made to get the questionnaire filled by the nurses. Questionnaire was adopted from different empirical studies. Questionnaire items were measured on the Likert Scale. The

survey was consisted of 36 questions in order to get the nurses response. The response was measured on 7 points Likert Scale for Psychological Empowerment, which ranges in a queue from 1=Very Strongly Disagree, 2=Strongly Disagree, 3=Disagree, 4=Neutral, 5=Agree, 6=Strongly Agree and 7=Very Strongly Agree. Similarly, for Job Satsifaction a 7-point Likert Scale is used, which also ranges in a queue from 1=Strongly Disagree, 2=Disagree, 3=Somewhat Disagree, 4=Neither Agree or Disagree, 5=Somewhat Agree, 6=Agree and 7=Strongly Agree. For Work Engagment, a 7-point Likert Scale is used, ranging in a queue from 1=Never, 2=Almost Never, 3=Rarely, 4=Sometimes, 5=Often, 6=Very Often and 7=Always. Total of 150 questionnaires were sent, while only 100 were received from respondents. The response rate was 70%. SPSS-17th Edition and Excel 2007 were used for analyzing

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the responses. Analysis techniques used were descriptive analysis, correlation analysis and regression analysis. 5. EMPIRICAL RESULTS: 5.1 Reliability Check: Reliability statistic of Scale was checked through Chronbach’s Alpha in SPSS-17th Edition. There were total 36 items in the questionnaire, which were used to collect the data for study variables. The reliability of individual variables are given in Table-1. The overall reliability of the study vatriables is .946, which is highly acceptable. Table-1 shows the individual variable’s reliability. It can be stated that all of the three variables have reliability above >0.7 which is acceptable as reported by [62]. It is also shown in Table-2 that Employee Engagement has highly acceptable reliability as compared to psychological empowerment and job satisfaction, which also lies under the acceptable range. 5.2 Descriptive Analysis: 5.2.1 Respondents Profile: Table-2 depicts that mean value for gender is .29, which shows that there were more males than female nurses who have respondented to the questionnaire. Similarly, the mean average is 2.46, which corresponds to the age bracket of 2529 years. Education mean value is 3.95, which correspond to BSc. Similarly, experience mean value is 1.44, which corresponds to the respondents who have experience of nurses below 5 years. 5.2.2 Demographics: Table-3 illustrate that there were total 105 respondents who have actually responded to the survey. Statistics shos that there were 71.4% were male nurses while the remaining were female nurses from service industry. Age of these respondents lie between 20-44 years. Demographics shows that major portion of respondents were having age between 25-29 years. Then 20% of the nurses were having age between 30-34 years. 12.4% of the respondents were having age in the range of 20-24 years. For age bracket 35-39 and 40-44 years, 7.6% nurses from both brackets responded respectively. 4.8% of the nurses were having education of matric. There were 10.5% of the respondents who have education at intermediate level. 24.8% were having education of Bachelor in Arts, while nurses having Bachelor in Sciences are 55.1% and nurses having BSc Nursing, comprised 4.8% of the total.

Constructs Psychological Empowerment Employee Engagement Job Satisfaction

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As far as experience is concerned, there were 72.4% employes who have experience of nursing at its early stages. 14.3% of the respondents were having experience between 610 years, nurses having experience betwee 11-15 years were only 10.5%, while respondents having 16-20 years experience were 2.8% out of 105 nurses. 5.3 Analysis for Correlation: Correlation analysis is run through SPSS-17th to find the interdependence the study variables (psychological empowerment, employee engagement and job satisfaction), shown in table-4. Spearman’s correlation coefficient rho shows that the psychological empowerment and employee engagement are moderately positively correlated at .489 with each other, which is significant at 1% level of significance. Similarly, psychological empowerment and job satisfaction is moderately positively correlated at .385 with each other at 1% significance level. This finding lead to acceptance of Research Hypothesis 01, according to that “there exists a significant positive interdependence between Psychological Empowerment and Job Satisfaction.” Similarly, employee engagement and job satisfaction have strong positive interdependence at .601, which is highly significant at 1% level of significance. This finding also lead to acceptance of Research Hypothesis 02, according to that “there exists a significant positive interdependence between Employee Engagement and Job Satisfaction.” 5.4 Regression Analysis: Regression analysis is run on psychological empowerment, employee engagement and job satisfaction. This analysis is done in order to see the affect of independent variables (psychological empowerment, employee engagement) on dependent variable (job satisfaction). Table-5 reflects that value of Adj R2 = 51.9% depict that "how much variability is explained by the dependent variable job satisfaction in independent variable psychological empowerment and employee engagement. In other words, it can be interpreted that both the independent variables (Psychological Empowerment and Employee Engagement) have the 51.5% prediction power to predict the model in which job satisfaction is dependent variable. Standard error of estimate states that if this fitted model is used including all these independent and dependent variables then predicted error will be .53305 times. Durbin-Watson value of 1.816 shows that there does not exist any autocorrelation between variables.

Table-1 Constructs Cronbach’s Alpha No. of Items Cronbach’s Alpha 12 0.884 17 0.938 7 0.878

Table-2 Respondents Statistics Gender Age Education .29 2.46 3.95 Mean .454 1.056 1.289 Standard Deviation

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Table-3 Demographics Demographics Gender Male Female Age 20-24 years 25-29 years 30-34 years 35-39 years 40-44 years Education Matric F.A Bachelor in Arts B of Science in Nursing Bachelor in Science Experience Below 5 years 6-10 years 11-15 years 16-20 years

Percentage 71.4 28.6 12.4 52.4 20.0 7.6 7.6 4.8 10.5 24.8 4.8 55.1 72.4 14.3 10.5 2.8

Table-4 Spearman’s Correlation (N-105) Psychological Employee Empowerment Engagement Correlation Coefficient 1 Psychological Empowerment Sig. (2-tailed) . Correlation Coefficient .487** 1 Employee Engagement Sig. (2-tailed) .000 . Correlation Coefficient .393* .601** Job Satisfaction Sig. (2-tailed) .000 .000 **.Correlation is significant at the 0.01 level (2-tailed)

Job Satisfaction

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Table-5 Model Summary R Square Adjusted R Square Std. Error of the Estimate Durbin Watson .524a .515 .53305 1.816 a. Predictors: (Constant), Employee Engagement, Psychological Empowerment b. Dependent Variable: Job Satisfaction Table-6 ANOVA Sum of Squares df Mean Square 31.926 2 15.963 Regression 28.983 102 .284 Residual 60.908 104 Total a. Dependent Variable: Job Satisfaction

F 56.179

Sig. .000a

Table-7 Coefficients Unstandardized Coefficients Standardized Coefficients B Std. Error Beta 1.553 .460 (Constant) .420 .097 .370 Psychological Empowerment .327 .064 .438 Employee Engagement a. Dependent Variable: Job Satisfaction

Table-6 shows that both of these variables (psychological empowerment and employee engagement are of important nature and can be used to predict the job satisfaction of nurses in the service sector. It can also be stated that both the variables have a joint prediction power to predict the job satisfaction.

T 3.377 4.329 5.119

Sig. .001 .000 .000

Table-7 shows that the coefficient for constant is 1.596, for psychological empowerment is .411 and for employee engagement, it is .328. It is clearly shown from table-7 that these coefficients are significantly related with the variable. It can also be stated from this table that increase in psychological empowerment and employee engagement increases the job satisfaction.

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Table-7 also depict that the psychological empowerment has a significant positive impact on job satisfaction, which lead to accepting the Research Hypothesis 03. Similarly, Research Hypothesis 04 is also accepted that states that “Employee Work Engagement will have significant positive impact on Job Satisfaction”. 5.4.1 Regression Equation: Y = ßₒ + ß1 (PE) + ß2 (EE) Job Satisfaction = ßₒ + ß1 (Psychological Empowerment) + ß2 (Employee Engagement) Table-8 of coefficient shows that the psychological emppowerment and employee engagement are positively significantly reltaed with job satisfaction. If one unit change comes in psychological empowerment then job satisfaction will increase by .411 times and similarly, if employee engagement increases by one unit then job satisfaction will increases by .328 times. Therefore, the regression equation will become Job Satisfaction = 1.596 + .411 (Psychological Empowerment) + .328 (Employee Engagement) 6. CONCLUSION: It can be concluded that in service industry setting, there exists a psychological empowerment that help nurses to maintain their job satisfaction in a highly stressed environment where patients comes in a very sever conditions. Similarly, employee engagement is also there to play its part regarding job satisfaction of nurses in service sector. This study revealed that there exist a significant positive interdependence between psychological empowerment and job satisfaction and employee engagement and job satisfaction. Moreover, there is a significant positive impact of psychological empowerment on job satisfaction and also employee engagement and job satisfaction. This study proved that in Nurses Staff relationship between psychological empowerment and employee engagement with job satisfaction has been satisfied. Employee work engagement and psychological empowerment impact the satisfaction of nurses in the positive direction. Nurses feel themselves more engaged and psychological empowered to help care patients who are going through a sever conditions and illness. Nurses engagement with their job and work (by providing services to severely ailed patients) make them more satisfied with their job. Similarly, they make themselves psychologically empowered to cope with the sever conditions of the severely ailed patients. 7. Limitation: This study has the major limitation that the convenience sampling was used. A random sampling can be used to generalize the findings. 8. Future Recommendation: Future researcher can opt the same study model or study variables in different industries to be tested in different scenario. Similarly, stress factor can be introduced to test the impact of the employee engagement on job satisfaction.

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9. ACKNOWLEDGEMENT: I would wish to express gratitude to my parents and brother and sister for their endless support and encouragement throughout my life. I would also like to thank Mr. Mubashir Hussain (Junior Planning & Development Officer, Directorate of Education (Colleges) Bahawalpur Division, Bahawalpur, Pakistan) for helping me out of the way in data collection. It could have become difficult for me to collect data, if both of them were not there. I am also appreciative to those who are involved in this research work. May ALLAH shower His blessings upon them, ameen. REFERENCES: [1] Jha, S. Influence of Psychological Empowerment on Affective, Normative and Continuance Commitment: A Study in Indian IT Industry. Internationa Journal ofOrganizational Behavior. 15(1), 53-72, (2010) [2] Nykodym, N., Simonetti, J. L., Nielsen, W. R., & Welling, B. Employee Empowerment. Empowerment in Organizations. 2(3), 45-55, (1994) [3] AlKahtani, A. S. Involvement of Employees and Their Personal Characteristics in Saudi Construction Companies. International Journal of Commerce and Management. 10, 67-79, (2000) [4] Dess, G. C., & Picken, J. C. Changing Roles: Leadership in the 21st Century: Encouraging Challenges to the Status Quo, Leaders of Organizations in the New Century Will Need to Share Knowledge with-and Empower - All their Employees. Organizationa Dynamics. 28(3), 18, (2000) [5] Conger, J., & Kanungo, R. The Empowerment Process: Integrating theory and Practice. Academy of Management Review. 13(3), 471-482, (1988) [6] Donovan, M. The Empowerment Plan. Journal of Quality and Participation. 17(4), 12-14, (1994) [7] Hall, M. The Effect of Comprehensive Performance Measurement Systems on RoleClarity, Psychological Empowerment and Managerial Performance. Accounting, Organizations and Society. 33(2-3), 141163, (2008) [8] Kanter, R. M. The New Managerial Work. Harvard Business Review. 66, 85-92, (1989) [9] Spreitzer, G. M. Psychological Empowerment in the Workplace: Dimensions, Measurement, and Validation. Academy of Management Journal. 38(5), 1442-1465, (1995) [10] Thomas, K. W., & Velthouse, B. A. Cognitive Elements of Empowerment. Academy of Management Review. 15, 666-681, (1990) [11] Yanhan, Z. A Review of Job Satisfaction. Asian Social Science. 9(1), 293-298, (2013) [12] Spreitzer, G. M., & Quinn, R. E. A Company of Leaders: Fine Discipline for Unleaching the Power in Your Workforce. San Francisco, California: Jossey-Boss. (2001) [13] Aiken, L. H., Clarke, S. P., Sloane, D. M., Lake, E. T., & Cheney, T. Effects of Hospital Care Environment on Patient Mortality and Nurse Outcomes. The Journal of Nursing Administration. 5, 223-229, (2008)

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