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Please use this identifier to cite or link to this item: http://hdl.handle.net/2080/1567

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contributor.authorSahoo, C K-
contributor.authorBehera, N-
contributor.authorTripathy, S K-
date.accessioned2011-12-16T12:33:13Z-
date.available2011-12-16T12:33:13Z-
date.issued2010-
identifier.citationEmployment Relations Record, Vol. 10, No. 1, 2010: 40-56en
identifier.issn1444-7053-
identifier.urihttp://hdl.handle.net/2080/1567-
descriptionCopyright belongs to Pacific Employment Relations Associationen
description.abstractEmployee empowerment initiatives based on industrial democracy and the principle of participative management reflects a positive link between employee participation and job satisfaction, motivation and performance, individual commitment and organisational achievement. The importance of individual commitment to the bottom line of the organisation is highly essential for improved performance, improved production, higher employee loyalty, increased satisfaction, high quality of product and services, and customer satisfaction. In this paper emphasis is given to systematic review of the previous research works on employee empowerment and workplace commitment and has advanced some models to give clarity on workplace commitment through employee empowerment, commitment and outcomes, strategic empowerment and degree of commitment, and antecedents and outcomes of individual commitment. This paper hopefully contributes to the ongoing discussion of what constitutes empowerment and its impact on individual commitment.en
format.extent517058 bytes-
format.mimetypeapplication/pdf-
language.isoen-
publisherPacific Employment Relations Associationen
subjectEmployee empowermenten
subjecthuman resource (HR) practicesen
titleEmployee Empowerment and Individual Commitment: An Analysis From Integrative Review of Researchen
typeArticleen
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