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Arditi, D and Ongkasuwan, D (2009) Duties and Responsibilities of Construction Managers: Perceptions of Parties Involved in Construction. Journal of Construction Engineering and Management, 135(12), 1370–4.
Bayraktar, M E and Hastak, M (2009) Bayesian Belief Network Model for Decision Making in Highway Maintenance: Case Studies. Journal of Construction Engineering and Management, 135(12), 1357–69.
Braimah, N and Ndekugri, I (2009) Consultants’ Perceptions on Construction Delay Analysis Methodologies. Journal of Construction Engineering and Management, 135(12), 1279–88.
Davis, K A and Songer, A D (2009) Resistance to IT Change in the AEC Industry: Are the Stereotypes True?. Journal of Construction Engineering and Management, 135(12), 1324–33.
Fong, P S W and Kwok, C W C (2009) Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms. Journal of Construction Engineering and Management, 135(12), 1348–56.
Hallowell, M R and Gambatese, J A (2009) Construction Safety Risk Mitigation. Journal of Construction Engineering and Management, 135(12), 1316–23.
Lee, H, Shin, J, Park, M and Ryu, H (2009) Probabilistic Duration Estimation Model for High-Rise Structural Work. Journal of Construction Engineering and Management, 135(12), 1289–98.
Sacks, R, Treckmann, M and Rozenfeld, O (2009) Visualization of work flow to support lean construction. Journal of Construction Engineering and Management, 135(12), 1307–15.
Tuuli, M M and Rowlinson, S (2009) Performance Consequences of Psychological Empowerment. Journal of Construction Engineering and Management, 135(12), 1334–47.
- Type: Journal Article
- Keywords: Construction industry; Construction management; Motivation; Performance characteristics; Personnel management;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)CO.1943-7862.0000103
- Abstract:
The relationship between psychological empowerment and job performance, and whether three intermediate performance determinants; motivation, ability, and opportunity to perform hold the key to unlocking the empowerment-performance relationship dilemma are addressed. Using hierarchical linear modeling to analyze responses from 380 project management-level staff, the results show that psychological empowerment not only has direct and positive performance consequences, but also indirect effects, mediated by intrinsic motivation, opportunity to perform and ability to perform. The findings provide preliminary evidence in support of a comprehensive model of work performance that takes into consideration not only motivation and ability but opportunity to perform. Indeed, opportunity to perform actually emerged as a stronger mediator in the psychological empowerment-contextual performance behaviors relationship than ability to perform. The findings of both direct and indirect relationships however demonstrate that the relationship between empowerment and performance is more complex than previously thought. Yet, by demonstrating that empowered employees exhibit positive performance behaviors, psychological empowerment clearly emerges as a valuable path for organizations to pursue in their search for performance improvement in project settings.
Williams, R C, Hildreth, J C and Vorster, M C (2009) Highway Construction Data Collection and Treatment in Preparation for Statistical Regression Analysis. Journal of Construction Engineering and Management, 135(12), 1299–306.