Handbook of Employee Commitment
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Handbook of Employee Commitment

Edited by John P. Meyer

A high level of employee commitment holds particular value for organizations owing to its impact on organizational effectiveness and employee well-being. This Handbook provides an up-to-date review of theory and research pertaining to employee commitment in the workplace, outlining its value for both employers and employees and identifying key factors in its development, maintenance or decline. Including chapters from leading theorists and researchers from around the world, this Handbook presents cumulated and cutting-edge research exploring what commitment is, the different forms it can take, and how it is distinct from related concepts such as employee engagement, work motivation, embeddedness, the psychological contract, and organizational identification.
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Chapter 23: Employee empowerment and organizational commitment

Heather K. Laschinger, Emily Read and Junhong Zhu

Abstract

Structural and psychological empowerment are related forms of empowerment that have been recognized as important drivers of employee commitment across a range of industries, including the public sector, hospitality services, and healthcare. Nurses represent the largest occupational group in the healthcare workforce and understanding factors that contribute to their work effectiveness and workplace well-being are important to sustaining stable healthcare delivery systems around the world. This chapter describes structural and psychological empowerment theories and summarizes research linking workplace empowerment and organizational commitment in nursing and healthcare settings. Implications for management and future research are discussed.

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