Intrapersonal empowerment is how an employee feels powerful and meaningful in their minds about their job. This means how much the employee believes they are valued in the workplace and it also deals with how hard the employee will work and be innovative (Spreitzer, 1995). There are many variables that are assessed when dealing with intrapersonal empowerment. In the Spreitzer sample the experiment contained 324 middle managers who represented different units of a Fortune 50 organization. These middle managers worked in very diverse environments, which, helped to not limit the research to a single organization study. Due to intrapersonal empowerment being involved with one’s self it is hard to determine how strong a person feels about their
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Although, unlike the Spreitzer (1995) study, Thorlakson, & Murray (1996) used non-managerial employees as well apart of their study. They used a major Canadian life insurance company and the participants were not randomly selected, and empowered employees were picked by the upper management. There were 237 asked by memorandum to serve as voluntary participants and only 171 participated. Of that 171, 81 were in the experimental group and 90 in the control group where each received an anonymous in-house employee questionnaire administered by the company is 1989 (Thorlakson. Murray, 1996). This experiment had many confounding variables, whereas, unlike the Spreitzer case they did not try to eliminate any of these variables and reduce biases. There was no clear evidence in from the experiment for the predicted effects of empowerment. Not to mention, motivation is very important in the workplace. If employees feel motivated they are more likely to work harder and get the job done. Wilson, Madsen (2008) believed that Abraham Maslow’s theory of hierarchy of needs and motivation theory can help motivate employees to learn. Also, discusses are the beliefs that if all of the employees needs are met on the hierarchy of needs employees are more likely to feel and be motivated to learn more at work and accomplish task more efficiently Therefore, motivation is also important in the nonprofit
Although, unlike the Spreitzer (1995) study, Thorlakson, & Murray (1996) used non-managerial employees as well apart of their study. They used a major Canadian life insurance company and the participants were not randomly selected, and empowered employees were picked by the upper management. There were 237 asked by memorandum to serve as voluntary participants and only 171 participated. Of that 171, 81 were in the experimental group and 90 in the control group where each received an anonymous in-house employee questionnaire administered by the company is 1989 (Thorlakson. Murray, 1996). This experiment had many confounding variables, whereas, unlike the Spreitzer case they did not try to eliminate any of these variables and reduce biases. There was no clear evidence in from the experiment for the predicted effects of empowerment. Not to mention, motivation is very important in the workplace. If employees feel motivated they are more likely to work harder and get the job done. Wilson, Madsen (2008) believed that Abraham Maslow’s theory of hierarchy of needs and motivation theory can help motivate employees to learn. Also, discusses are the beliefs that if all of the employees needs are met on the hierarchy of needs employees are more likely to feel and be motivated to learn more at work and accomplish task more efficiently Therefore, motivation is also important in the nonprofit