RES-850 Modified 10 Strategic Points Template
Article Citation Wallace, J. C., Johnson, P.D., Mathe, K., & Paul, J. (2011). Structural psychological empowerment climates, performance, and the moderating role of shared felt accountability: A managerial perspective. Journal of Applied Psychology, 96(4), 840-850. doi:10.1037/a0022227
Point Description Location
Broad Topic Area Empowerment is needed and felt by those in an organization and accounts for individual behavior that transforms the employee’s behavior. 840
Lit Review The authors use a broad spectrum of research to compile their points on literature and the link between leadership-based empowerment and performance of the organization, this was concluded through climate analyzation. Regardless of the positives and negatives that arise the study of behaviors of empowering leadership depicts the organizational components. Organizational alignment involves policies and procedures of behavior with an expectation of employees and managers to be accountable and responsible for overall performance. 841-842
Problem Statement Team empowerment is required to adjust the team and the research is centered on psychological empowerment climate to better conceptualized a given location. 841
Research Questions What if the empowered employee does not feel accountable or responsible for their behavior; how might this condition influence performance? 840
Sample The study focused on a corporate quick service restaurant’s assistant and store managers from across the United states. From a three-part survey 116 stores successfully completed the needed information and returned completed surveys that are able to be used, giving the researchers a total of 539 assistant and store restaurant manager. The 116 restaurants submitted their 2008 sales numbers and their customer service score. 843-844
Describe Phenomena (qualitative) or Define Variables/ Hypotheses (quantitative) H1: Empowering leadership climate in a positive manner relates to psychological empowerment climate.
H2: Sales and service relates to psychological empowerment climate.
H3: Accountability which is shared regulates the psychological empowerment climate-scales and service relationship under high accountability, this effect creates a positive relationship, but vice versa if accountability is low.
H4: Accountability which is shared regulates the mediated relationship between empowering leadership climate and sale and service. This is in effect through psychological empowerment climate where as accountability is high, the provisional indirect effect of empowering leadership climate on sales and service becomes more positive, and vice versa when accountability is low. 842-843
Methodology & Design In an almost-experimental proposal study to test the effects of mental stage of giving or giving power to the source of positive behavior. The data which is given managers would stand as the pretest of study, leaving the evaluation reports collected to serve as the posttest in the study. The study consisted of 649 surveys sent out in the first phase of manager’s partaking, receiving information from 430 restaurants. For the second phase 430 surveys were sent out to managers and 236 responded. In the final phase of surveys 236 managers were sent out a survey and information was received back from 159 restaurants from across the United States. To narrow down the participating restaurants, they used only completed surveys with usable data from 116 quick-service restaurants. Once the they had the sample pool, restaurant managers were asked to submit their sales number for 2008 and the customer service rating scores. They selected managers who presented surveys which covered the four main themes of the study, give power leadership climate, mental climate, responsibility for behavior, and performance and the control for each of these topics. 844
Purpose Statement The research composed two main points of study the first being to describe and test combination of a psychological empowerment climate and an empowering leadership climate. The second point is the study the empowerment process’s ability to give the employee a shared felt accountability to boost their perception. 846
Data Collection Approach The research composed two main points of the study the first being to describe and test the combination of a mental (getting or giving power) climate and a giving power to/permitting leadership climate. The second point is the study the (getting or giving power) process’s ability to give the employee a shared felt responsibility for behavior to boost their perception. 844
Data Analysis Approach Surveys were used by organizations related to business of restaurant chain across the United States. The responses provided information which followed by another round of surveys. Based the second round of responses a third round would be initiated and sent to the restaurants that responded from the second round. People who work to find information and analyze the data narrowed down the participating restaurants from the three rounds of surveys. Restaurants fully completed the information on the surveys became the focus group of the study. The participating restaurants supplied their sales numbers from 2008 and the customer service score. A total of 539 helper and store managers received the final survey that was used in the (proving something true) factor analysis. The authors created a four-factor model involving the getting or giving power (Empowerment*) climate, getting or giving power leadership, responsibility for behavior and organizational useful things/valuable supplies. Controlled numbers that change/things that change were used to carefully study the restaurant’s sales and service as figured out by/decided by the giving power to/permitting leadership climate, using the same numbers that change/things that change the study then included the mental getting or giving power climate as the person who tries to settle an argument. The mental getting or giving power climate showed a good effect on the restaurant’s service and sales numbers. The next step to find information and analyze the employee’s perception of the responsibility for behavior they perceived from managers and how it influenced the overall performance of the restaurant. 844-845
Evaluation: (250-500 words)