An integrative model of the empowerment process

Employee empowerment theory and research lacks a single, unifying model capable of integrating the multiple levels of activity and complex relationships that characterize the empowerment process. The model proposed in this paper describes the empowerment process from intervention design to subsequent employee behavior. The dynamics of the empowerment process are presented as reflecting the interaction between the localized work environment and the individual employee, within the broader organization context. We argue that the definitions presented in this paper can serve to integrate and unify the literature and research on empowerment. Links between the organization context, the local work environment, intervening perceptions and attitudes, and specific components of psychological empowerment are suggested. The role of individual differences within these relationships is also described. Finally, we discuss implications for researchers and managers.