The relationship of employees perceived empowerment on organizational commitment

In this study, the relationship of employees' perceived empowerment over organizational commitment was examined. Perceived empowerment is an extension of studies based on empowerment of employees that can be identified as a practice of power-sharing with employees. The dimensions of perceived empowerment were determined by Spreitzer who took the study carried out in 1990 by Thomas and Velthouse as a leading point. Spreitzer identifying the phenomenon as psychological empowerment comprised its dimensions as the cognitions of meaning, competence, self-determination, and impact. On the other hand, the concept of organizational commitment is associated with the attitudes of employees toward their works and organizations. Allen and Meyer identified three components in their study on the subject. These components are defined as the affective commitment which represents the employees' happiness for being in the organization, continuance commitment which situates leaving the organization as a cost and risk, and normative commitment which is the gratitude of employees toward their organizations for various reasons. A questionnaire survey was carried out in a public and a private organization to inquire about the cross-relationships between these two concepts and their components. The findings were evaluated through the means of factor analysis, validity analysis, reliability analysis and finally correlation analysis. In general, it was determined that there exists a relationship –however moderate—between perceived empowerment of employees and their organizational commitment.