Asset Details
Do you wish to reserve the book?
A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance
Hey, we have placed the reservation for you!
By the way, why not check out events that you can attend while you pick your title.
Oops! Something went wrong.
Looks like we were not able to place the reservation. Kindly try again later.
Are you sure you want to remove the book from the shelf?
A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance
Do you wish to request the book?
A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance
Please be aware that the book you have requested cannot be checked out. If you would like to checkout this book, you can reserve another copy
We have requested the book for you!
Your request is successful and it will be processed during the Library working hours. Please check the status of your request in My Requests.
Oops! Something went wrong.
Looks like we were not able to place your request. Kindly try again later.
Journal Article
A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance
2018
Overview
Empowerment offers the predominant explanation for why employee perceptions of high-performance managerial practices are positively associated with employee job performance. Drawing on social cognitive theory, we propose that high-performance managerial practices also influence performance because these practices encourage employees to engage in voice. Additionally, we suggest that empowerment and voice together provide a more complete explanation for why high-performance managerial practices and job performance are linked. In essence, we argue that empowerment transmits the effects of high-performance managerial practices to job performance because it engenders voice. Using meta-analysis of primary research consisting of 151 independent samples involving 53,200 employees, we find that not only do empowerment and voice independently transmit the effects of high-performance managerial practices to job performance, but they sequentially mediate this relationship as well. Further, we distinguish among skill-enhancing, motivation-enhancing, and opportunity-enhancing high-performance managerial practices to identify when empowerment and voice are more or less effective in explaining associations with job performance. Although empowerment and voice transmit effects of all 3 types of high-performance managerial practices to employee performance, these mechanisms appear to provide the best explanation for the effects of opportunity-enhancing practices, and the primary reason why is because employees respond to opportunity-enhancing practices with voice.
Publisher
Wiley (Variant),Wiley Periodicals Inc
Subject
