From Employee Perceived HR Practices to Employee Engagement: The Influence of Psychological Empowerment and Intrinsic Motivation
Available Online June 2014.
- https://doi.org/10.2991/msmi-14.2014.86How to use a DOI?
- Employee perceived HR practices, Psychological empowerment, Intrinsic motivation, Employee engagement.
- In this study, we developed and tested a theory of how employee perceived human resource (HR) practices affect employee psychological empowerment that facilitates intrinsic motivation and resultant employee engagement in the work. Based on self-determination theory, employee engagement was rooted in the basic psychological needs satisfaction including competence, autonomous and relatedness. A survey of 485 employees from financial firms showed that the employee perceived HR practices were positively related to the psychological empowerment including the feeling of meaning, impact, autonomy and competence. In turn, the psychological empowerment was related to intrinsic motivation, a relationship that predicted employee engagement.
- Open Access
- This is an open access article distributed under the CC BY-NC license.
Cite this article
TY - CONF AU - Jie He PY - 2014/06 DA - 2014/06 TI - From Employee Perceived HR Practices to Employee Engagement: The Influence of Psychological Empowerment and Intrinsic Motivation BT - 2014 International Conference on Management Science and Management Innovation (MSMI 2014) PB - Atlantis Press SP - 485 EP - 490 SN - 2352-5428 UR - https://doi.org/10.2991/msmi-14.2014.86 DO - https://doi.org/10.2991/msmi-14.2014.86 ID - He2014/06 ER -