Using Empowerment to Build Trust and Respect in the Workplace: A Strategy for Addressing the Nursing Shortage

Heather K. Spence Laschinger; Joan Finegan

Disclosures

Nurs Econ. 2005;23(1):6-13. 

In This Article

Model Tested in the Study

The authors developed a model based on both Kanter's theoretical work and the empirical findings in the literature (see Figure 1). The authors expected that structural empowerment would directly predict both trust in management and perceptions of interactional justice; that is, managers who empower their employees are likely to be seen as trustworthy and are also likely to treat employees justly. This fair treatment should lead employees to believe that management respects them, which in turn would further enhance feelings of trust in management. The authors expected that trust in management would predict job satisfaction, reasoning that if employees trust their managers, they would be able to complete their work without fear that management might undermine their actions. Job satisfaction in turn would predict organizational commitment. According to Meyer and Allen (1997), the strongest determinant of organizational commitment is the work experience of employees, and job satisfaction is arguably a summary evaluation of those experiences. The relationships among variables in the model are illustrated in Figure 1.

Figure 1.

Hypothesized Model

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