Psychological empowerment, job satisfaction and job performance of the staffs in construction industry

• Main Authors: An-Ti Yang, 楊安迪
• Other Authors: Ying-Hua Huang
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/88721669142175784681

碩士 === 雲林科技大學 === 營建與物業管理研究所 === 98 === Empowerment is a key factor to enhance organizational efficiency and management efficiency. It galvanizes employees’ potential, and encourages them to innovate and to undertake risks. It makes employees feel that they are a part of the organization so that they are willing to invest more energy and take more responsibility. This study investigated the relationships among psychological empowerment, job satisfaction, and job performance of the construction industry staffs. The results of this study are expected to serve as a reference for construction industry. 　　The questionnaire consisted of four sections, including respondent information, psychological empowerment scale, job satisfaction scale and job performance scale. A total of 800 questionnaires were distributed to staffs of construction industry. 358 valid samples were collected with an effective rate of 44.8%. The results showed that at a 99% confidence level, the three dimensions of psychological empowerment (i.e., meaning, competence, self-decision) and all the dimensions of job performance are highly positive correlated. All the dimensions of psychological empowerment and job satisfaction are moderately positive correlated. Job satisfaction and all the dimensions of job performance are moderately positive correlated. Through hierarchical regression analysis, it shows that job satisfaction plays a partial intermediary effect between psychological empowerment (ability) and task performance. Job satisfaction also plays a partial intermediary effect between psychological empowerment and context performance. This study also shows that staffs with different gender, education, working years at current employment, and salary have significant differences in psychological empowerment. 　　In conclusion, enterprise managers might focus on the groups with lower psychological empowerment, such as women, staffs not attending college or university, working years between 5 to 7 years at current employment, and salary less than NT$20,000, etc., to improve their psychological empowerment in order to increase their job satisfaction and job performance. This study focuses on construction industry workers to explore the relationship among psychological empowerment, job satisfaction, and job performance. The results serve as a reference to managers to give staffs the power of their position and to increase their power perception, and thus to enhance staffs job satisfaction, and improve their job performance.