View Item 

Show simple item record

Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Making

dc.contributor.authorParker, Louiseen_US
dc.contributor.authorPrice, Richard H.en_US
dc.date.accessioned2010-04-13T19:00:59Z
dc.date.available2010-04-13T19:00:59Z
dc.date.issued1994en_US
dc.identifier.citationParker, Louise; Price, Richard (1994). "Empowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Making." Human Relations 47(8): 911-928. <http://hdl.handle.net/2027.42/66963>en_US
dc.identifier.issn0018-7267en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/66963
dc.description.abstractIn this study, we sought to identify conditions under which workers could experience empowered managers as empowering. Within an organizational context, we defined empowerment as the belief that one has control over decision making. Specifically, we proposed that when workers believe that their managers both have a high level of control over decision making and are supportive, workers will report that they themselves are empowered. We reasoned that managers who exercise power in a supportive manner will be an empowering force for their workers. In support of these hypotheses, we found that it is possible for both workers and supportive managers to enjoy relatively high levels of perceived control over organizational decisions.en_US
dc.format.extent3108 bytes
dc.format.extent1808628 bytes
dc.format.mimetypetext/plain
dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.subject.otherShared Decision Makingen_US
dc.subject.otherPerceived Controlen_US
dc.subject.otherSupportive Managementen_US
dc.titleEmpowered Managers and Empowered Workers: The Effects of Managerial Support and Managerial Perceived Control on Workers' Sense of Control over Decision Makingen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelSocial Worken_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSurvey Research Center, Institute for Social Research, University of Michigan, Ann Arbor, Michigan; Department of Social Policy, RAND, 1700 Main Street, P.O. Box 2138, Santa Monica, California 90407-2138en_US
dc.contributor.affiliationumSurvey Research Center, Institute for Social Research, University of Michigan, Ann Arbor, Michigan.en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/66963/2/10.1177_001872679404700803.pdf
dc.identifier.doi10.1177/001872679404700803en_US
dc.identifier.sourceHuman Relationsen_US
dc.identifier.citedreferenceBANDURA, A. Socialfoundations of thought and action. Englewood cliffs: Prentice Hall, 1986.en_US
dc.identifier.citedreferenceBLUMBERG, P. Industrial Democracy: The sociology of participation. New York: Schocken, 1969.en_US
dc.identifier.citedreferenceCONGER, J. A., & KANUNGO, R. A.The empowerment process: Integrating theory and practice. Academy of Management Review, 1988, 13, 471-482.en_US
dc.identifier.citedreferenceCOTTON, J. L., VOLLRATH, D. A., FROGGATT, K. L., LENGNICK-HALL, M. L., & JENNINGS, K. R.Employee participation: Diverse forms and different outcomes. Academy of Management Review, 1988, 73, 103-112.en_US
dc.identifier.citedreferenceDACHLER, H. P., & WILPERT, B.Conceptual dimensions and boundaries of participation in organizations: A critical evaluation. Administrative Science Quarterly, 1978, 23, 1-39.en_US
dc.identifier.citedreferenceDe CHARMS, R. Personal causation: The internal affective determinants of behavior. New York: Academic Press, 1968.en_US
dc.identifier.citedreferenceDECI, E. L. Intrinsic motivation. New York: Plenum Press, 1975.en_US
dc.identifier.citedreferenceEMERSON, R. M. Social exchange theory. Newbury Park, CA: Sage Publications, 1987.en_US
dc.identifier.citedreferenceEVANS, M. G. The problem of analyzing multiplicative composites. American Psychologist, 1990, 46, 6-15.en_US
dc.identifier.citedreferenceGANSTER, D. C., & FUSILIER, M. R.Control in the workplace. In C. L. Cooper and I. Robertson (Eds.), International review of industrial and organizational psychology. New York: John Wiley & Sons, Ltd., 1989, pp. 235-280.en_US
dc.identifier.citedreferenceGATCHEL, R. J. Perceived control: A review and evaluation of therapeutic implications. In A. Baum and J. E. Singer (Eds.), Advances in environmental psychology. Hillsdale: Lawrence Erlbaum Associates, 1980, pp. 1-22.en_US
dc.identifier.citedreferenceGRUBER, J., & TRICKETT, E. J.Can we empower others: The paradox of empowerment in the governing of an alternative public school. American Journal of Community Psychology, 1987, 15, 353-371.en_US
dc.identifier.citedreferenceHACKMAN, J. R. The psychology of self-managed organizations. In M. Pallack and R. Perloff (Eds.), Psychology and work. Productivity, change and employment. Washington, D.C.: American Psychological Association, 1986, pp. 89-136.en_US
dc.identifier.citedreferenceHALL, R. H. Organizations: Structure and process. Englewood cliffs: Prentice Hall, 1982.en_US
dc.identifier.citedreferenceISRAEL, B. A., HOUSE, J. S., SCHURMAN, S. J., HEANEY, C. A., & MERO, R. P.The relation of personal resources, participation, influence, interpersonal relationships and coping strategies to occupational stress, job strains and health: a multivariate analysis. Work and Stress, 1989, 3, 163-194.en_US
dc.identifier.citedreferenceJACCARD, J., TURRISI, R., & WAN, C. K.Interaction effects in multiple regression. Newbury Park: Sage Publications, 1991.en_US
dc.identifier.citedreferenceKANTER, R. M. Power failure in management circuits. Harvard Business Review, 1979, 57, 65-75.en_US
dc.identifier.citedreferenceKARASEK, R. A. Job demands, job decision latitude and mental strain: Implications for job redesign. Administrative Science Quarterly, 1979, 24, 285-301.en_US
dc.identifier.citedreferenceKOOPMAN, P. L., DRENTH, J. D., BUS, F. B. M., KRUYSWIJK, A. J., & WIERDSMA, A. F. M.Content, process, and effects of participative decision making on the shop floor: Three cases in the Netherlands. Human Relations, 1981, 344, 657-676.en_US
dc.identifier.citedreferenceLANGER, E. J. The psychology of control. Beverly Hills: Sage, 1983.en_US
dc.identifier.citedreferenceLEANA, C. R., LOCKE, E. A., & SCHWEIGER, D. M.Fact and fiction in analyzing research on participative decision making: A critique of Cotton, Vollrath, Froggatt, Lengnick-Hall, and Jennings. Academy of Management Review, 1990, 15, 137-146.en_US
dc.identifier.citedreferenceLEFCOURT, H. M. Personality and locus of control. In J. Garber and M. E. P. Seligman (Eds.), Human helplessness: Theory and applications. New York: Academic Press, 1980, pp. 245-259.en_US
dc.identifier.citedreferenceLEPPER, M. R., & GREEN, D.Overdustification research and beyond: Toward a means-ends analysis of intrinsic and extrinsic motivation. In M. R. Lepper and D. Greene (Eds.), The hidden costs of reward: New perspectives on the psychology of motivation. Hillsdale: Lawrence Erlbaum Associates, 1978, pp. 109-148.en_US
dc.identifier.citedreferenceMILLER, K. I., & MONGE, P. R.Participation, satisfaction, and productivity: A meta-analytic review. Academy of Management Journal, 1986, 29, 727-753.en_US
dc.identifier.citedreferenceMILLER, S. M. Why having control reduces stress: If I can stop the roller coaster, I don't want to get off. Personality and locus of control. In J. Garber and M. E. P. Seligman (Eds.), Human helplessness: Theory and applications. New York: Academic Press, 1980, pp. 71-95.en_US
dc.identifier.citedreferenceNICHOLSON, N., & WALL, T., & LISCHERON, J.The predictability of absence and propensity to leave from employees' job satisfaction and attitudes toward influence in decision making. Human Relations, 1977, 30, 499-514.en_US
dc.identifier.citedreferencePARKER, L. E. When to fix it and when to leave: The relationships among perceived control, self-efficacy, dissent, and exit. Journal of Applied Psychology, 78, 949-959.en_US
dc.identifier.citedreferencePARSONS, T. Introduction. In Max Weber (Ed.), The theory of social and economic organization. New York: Free Press, 1964, pp. 1-86.en_US
dc.identifier.citedreferencePFEFFER, J., & SALANCIK, G. R.The external control of organizations: A resource dependence perspective. New York: Harper & Row, 1978.en_US
dc.identifier.citedreferencePODSAKOFF, P. M., & ORGAN, D. W.Self-reports in organizational research: Problems and prospects. Journal of Management, 1986, 12, 531-544.en_US
dc.identifier.citedreferenceRODIN, J., RENNERT, K., & SOLOMON, S. K.Intrinsic motivation for control: Fact or fiction. In A. Baum and J. E. Singer (Eds.), Advances in environmental psychology. Hillsdale: Lawrence Erlbaum Associates, 1980, pp. 131-148.en_US
dc.identifier.citedreferenceSCHWEIGER, D. M., & LEANA, C. R.Participation in decision making. In E. A. Locke (Ed.), Generalizing from laboratory to field settings. Lexington: Lexington Books, 1986.en_US
dc.identifier.citedreferenceSELIGMAN, M. E. P. Helplessness: On depression, development, and death. San Francisco: W. H. Freeman and Company, 1975.en_US
dc.identifier.citedreferenceSPECTOR, P. E. Method variance as an artifact in self-reported affect and perceptions at work: Myth or significant problem? Joumal of Applied Psychology, 1987, 72, 438-443.en_US
dc.identifier.citedreferenceSPREITZER, G. M. When Organizations Dare: The Dynamics of Individual Empowerment in the Workplace. School of Business Administration, University of Michigan, 1991. Unpublished manuscript.en_US
dc.identifier.citedreferenceTANNENBAUM, A. S. Control in organizations. New York: Mc Graw-Hill, 1968.en_US
dc.identifier.citedreferenceTANNENBAUM, A. S. Back to basics: Beyond perception. In R. N. Stern and S. Mc Carthy (Eds.), International yearbook of organizational democracy for the study of participation, co-operation and power: Volume III, The organizational practice of democracy. New York: John Wiley & Sons, 1986, pp. 323-331. (a)en_US
dc.identifier.citedreferenceTANNENBAUM, A. S. Controversies about control and democracy in organizations. In R. N. Stern and S. Mc Carthy (Eds.), International yearbook of organizational democracy for the study of participation, co-operation and power: Volume III, The organizational practice of democracy. New York: John Wiley & Sons, 1986, pp. 279-303. (b)en_US
dc.identifier.citedreferenceTANNENBAUM, A. S., KAVCIC, B., ROSNER, M., VIANELLO, M., & WEISER, G.Hierarchy in organizations. San Francisco: Jossey-Bass Publishers, 1974.en_US
dc.identifier.citedreferenceTHOMAS, K. W., & VELTHOUSE, B. A.Cognitive elements of empowerment: An interpretive model of intrinsic task motivation. Academy of Management Review, 1990, 15, 666-681.en_US
dc.identifier.citedreferenceWAGNER, J. A., & GOODING, R. Z.Shared influence and organization behavior: A meta-analysis of situational variables expected to moderate participation-outcome relationships. Academy of Management Journal, 1987, 30, 524-541.en_US
dc.identifier.citedreferenceWATERS, M. Collegiality, bureaucratization, and professionalization: A Weberian analysis. American Joumal of Sociology, 1989, 94, 945-972.en_US
dc.identifier.citedreferenceWEBER, M. The theory of social and economic organization. New York: The Free Press, 1964.en_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


Files in this item

Name:
10.1177_001872679404700803.pdf
Size:
1.724MB
Format:
PDF
View/Open

Show simple item record

Remediation of Harmful Language

The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.

Accessibility

If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.