چکیده:
Irani
Purpose — The aim of this study is to examine relation between employees’ participation in the
organizations decisions making and their psychological empowerment in Iran Telecommunication
Company subsidiary of Mazanderan Province.
Design / methodology /approach- 250 employees from the Iran Telecommunication
Company subsidiary of Mazanderan Province participated in this study. A Spearman's correlation
analysis was used to investigate correlation between participation employees in decision making
and psychological empowerment among employees Telecommunication Company of Mazanderan
Province.
Finding the findings of this study have shown that higher levels of PDM are associated with
significantlgigher Competence, Meuningfulness, Impact and Self-determination (p_value=0.05).
A significant positive correlation was found between employees’ participation decisions making
and total dimension empowerment. Coetlicient correlation PDM and empowerment is 0.71 that
indictor relation strengthens between two variables.
خلاصه ماشینی:
Study of the relation between employees' participation in organizational decision making and empowerment in mazanderan Saeid Emamgholizadeh •1,seyed Reza Borghei 2, Hassan Zarei Marien 3 I.
As. 1is111111 professor, U11il'e1:1·i1J· of Tehran, university College Qom Abstract Purpose- TI1e aim of this study is to examine relation between employees' participation in the organizations decisions making and their psychological empowerment in Iran Telecommunication Company subsidiary ofMazanderan Province.
It has taken many different forms, evolving through the employee involvement and participation decision making concepts into the contemporary empowerment perspective.
The aim of this research is to examine relation between participation employees in the organizations decisions and their empowerment in telecommunication company of Mazandcran Province.
Prior research on psychological empowerment and participation decision making There is growing interest in empowering to take initiative, embrace risk, stimulate innovation and cope with uncertainty in the face of increasing international competition (McDuffie, 1995; Walton, 1985; huseild ct al.
Participation can offer employees various levels of influence in the decision making process, ranging from formally established consultative committees through to development of good relations with managers or supervisors (Cotton et al.
Locke and Schweiger ( 1979) evaluated PDM in terms of level, considering either more or less participation, whereas Tjosvold ( 1982) considered supervisory use of co-operative problem solving and integrated decision making.
Main proposition Employees participation in decision making is correlated with their psychological empowerment.
Figure 5 shows that employees' participation in decisions making has positive correlation with their empowerment.