Empowerment in organizations: dimensions of the supported employment model

Abstract

The purpose of this study was to determine the relationship that dimensions of the supported employment model have with the level of empowerment in individuals in large, industrial organizations. Four dimensions of the supported employment model were examined: social skills or self efficacy for teamwork; the level of inclusion in the organization; the level of natural support in the organization; and the readiness for change of individuals in the organization. A hierarchical regression analysis of the elements of the supported employment model on empowerment of individuals in six different departments showed that readiness for change and self efficacy for teamwork were significant contributors to empowerment. Inclusion was significant in the analysis for only two of the departments surveyed, possibly due to multicollinearity issues with the independent variables of self efficacy for teamwork and readiness for change. Natural supports was not a significant variable in the regression analysis, and that appears to be due to inadequacy of the instrument representing the level of natural support in the organization. Change and inclusion effects on empowerment were unique for specific departments which suggests the potential for a more comprehensive model that predicts the level of individual empowerment This research has shown that understanding and applying the constructs in the supported employment model offers insights into potential interventions into ways to make organizations more effective. The supported employment model aims to make individuals more effective in the workplace. This research shows that implementation of dimensions of the supported employment model makes organizations more effective.