Psychological Empowerment, Organizational Justice and Abusive Supervision as Predictors of Work Engagement.
Abstract
The study investigated psychological empowerment, organizational justice and abusive supervision as predictors of work engagement among employees in manufacturing industries.
Three hundred and thirty two workers drawn from Coscharis Beverages and Pure Water Manufacturing Company Ltd.,
Lagos and Happy Home Manufacturing Company, located at Kirikiri industrial area in Lagos participated in the study.
Four instruments which include Psychological Empowerment Scale by Spreitzer (1995), Organizational Justice Scale by Colquits (2001),
Abusive Supervision Scale by Tepper (2000), and Utrencht Work Engagement Scale by Schaufeli & Salanova (2002) were used for the study. The data collected were analyzed with Linear Regression analysis.
The result of the study shows that psychological empowerment and organizational justice significantly predicted work engagement R = .247, P < .05 whereas abusive supervision did not predict work engagement.
Table Of Contents
Title page i
Dedication ii
Acknowledgement iii
Table of contents iv
Abstract v
CHAPTER ONE: Introduction
Statement of Problem 12
Purpose of Study 14
Operational Definition of terms 14
CHAPTER TWO: Literature Review
Theoretical Review 16
Social Exchange Theory 16
The Equity Theory 21
Motivational-Based Theory 25
The Uncertainty Management Theory 32
Empirical Review
Psychological Empowerment and Work Engagement 34
Abusive Supervision and Work Engagement 36
Organizational Justice and Work Engagement 38
Summary of Literature Review 40
Hypotheses 44
CHAPTER THREE
Method 45
Participants 45
Instruments 45
Procedure 48
Design/statistics 49
CHAPTER FOUR
Results 50
CHAPTER FIVE
Discussion 53
Implications of Study 57
Suggestions for further studies 58
Summary/Conclusion 59
Limitations of Study 60
References 61
Appendix 7
Introduction
Background Of Study
The goal of every modern organization is to attain its zenith and remain competitive and relevant in a continuously changing globalized market.
Work engagement is the prerequisite for the attainment and progressive advancement of organizations.
During the past decade, work engagement has attracted much attention of researchers and practitioners.
The reason why work engagement has been regarded as important is that, it contributes to various positive work outcome and improves organization performance (Salanova, Agut,& Peiró 2005).
Indeed, empirical studies have revealed that work engagement predicts high level of organizational commitment, job satisfaction, and job performance (Hakanen,Bakker & Schaufeli, 2006; Koyuncu, Burke & Fiksenbaum, 2006; Salanova, Agut,& Peiró 2005).
Recently, identifying antecedents of work engagement has drawn much attention from researchers especially from the developed countries of Europe and North America (Bakker, 2009; Schaufeli & Salanova, 2007).
References
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