Edited By Rasim Yilmaz, Günther Löschnigg, Hasan Arslan and Mehmet Ali Icbay
The Impact of Organisational Culture on the Two-Factor Model of Environmental and Psychological Empowerment: An Assessment of Behavioural and Motivational Approaches
In this study, the relationship between organisational culture and the two-factor model of empowerment as measured with environmental and psychological empowerment constructs has been investigated. The main purpose of the study is to determine the impact of the organisational culture dimensions on perceptions of environmental and psychological empowerment.
Kanter’s (1977) theory of “structural empowerment” and Spreitzer’s (1995) theory of “psychological empowerment” are the theoretical framework on which this study has been based. Although after the 1990’s, empowerment has been one of the most researched concepts, the researchers have found varying results when studying empowerment (Spreitzer, 1995; Siegall and Gardner, 2000; Meyerson and Kline, 2008) due to the fact that the “behavioural” (or environmental) component of empowerment has not been separated from the “psychological” component (Lee and Koh, 2001, p. 685). Lee and Koh (2001, p. 685) suggested that there were two aspects of empowerment: “empowerment as “behavior of a supervisor” who empowers his/her subordinates and the other was the “psychological state of a subordinate” resulting from his/her supervisor’s empowering.” Indeed, the subsequent conceptualisations of empowerment took their roots from the implications of Kanter (1977) who was the earliest proponent of empowerment. Kanter (1977) addressed that the characteristics of the organisation determined empowerment and argued that both formal job characteristics and informal alliances, as well as the organisational mobility and the possibility for personal growth, affected the ability of employees to accomplish their work. As such, these factors together determined the degree to which...