| Abstract [eng] |
Given the recent focus on employee well-being, telecommuting circumstances, and how to keep employees engaged and enhance specific conditions to retain people in the business, it is critical to understand the approaches and methods utilized to maintain employee well-being and loyalty today. The study aimed to determine the significance of employee empowerment for well-being at work, innovative behavior, and commitment to the organization. The main research tools: are the questionnaire on structural empowerment (Laschinger et al., 2001), the questionnaire on psychological empowerment (Tvarijonavičius, Bagdžiūnienė ir Žukauskienė, 2016), the questionnaire on empowering leadership (Ahearne et al., 2005), the questionnaire on well-being at work (Zheng et al., 2015), Innovative Behavior Questionnaire (Scott & Bruce, 1994), Organizational Commitment Questionnaire (Porter et al., 1974). The study involved 196 people working in different sectors and holding various positions. Participants were given a questionnaire to complete in response to closed-ended questions to assess structural empowerment, psychological empowerment, and empowering leadership, as well as innovative behavior and commitment to the organization. There were also some demographic and sociological questions posed. The study's findings revealed that structural and psychological empowerment influence job satisfaction and organizational commitment, but only psychological empowerment predicts innovative behavior. |
