Psychological Empowerment Strategies for Enhancing Job Satisfaction and Organizational Commitment in Private Companies

The purpose of this study was to identify and explain psychological empowerment strategies and examine their impact on enhancing job satisfaction and organizational commitment in private companies. Psychological empowerment, as a modern approach in human resource management, emphasizes the dimensions of meaning, competence, self-determination, and impact, and plays an important role in increasing employees' intrinsic motivation and improving organizational performance. In terms of purpose, this research is applied, and in terms of method it is a descriptive-survey study of correlational type. The statistical population consisted of all employees working in private companies operating in the service and commercial sectors in ۲۰۲۴, estimated at approximately ۵۴۰ individuals. Using Cochran's formula and stratified random sampling, a sample size of ۲۲۵ employees was selected. Data were collected using three standard questionnaires: Spreitzer's Psychological Empowerment Questionnaire (۱۹۹۵), the Minnesota Satisfaction Questionnaire (MSQ), and Allen and Meyer's Organizational Commitment Questionnaire (۱۹۹۰). The reliability of the instruments was confirmed using Cronbach's alpha coefficients: ۰.۸۷ for psychological empowerment, ۰.۹۱ for job satisfaction, and ۰.۸۹ for organizational commitment, indicating satisfactory reliability. The face and content validity of the questionnaires were also confirmed by ۱۰ experts in management and organizational psychology. Data were analyzed using descriptive statistics (mean, standard deviation, and frequency) and inferential statistics including Pearson correlation and structural equation modeling with SPSS version ۲۶ and SmartPLS software. The results showed that the mean score of employees' psychological empowerment was ۳.۷۴ out of ۵, job satisfaction was ۳.۶۲, and organizational commitment was ۳.۵۸. Furthermore, a positive and significant relationship was found between psychological empowerment and job satisfaction (r = ۰.۶۳, p < ۰.۰۱), explaining ۳۹% of the variance in job satisfaction. In addition, psychological empowerment showed a positive and significant relationship with organizational commitment (r = ۰.۵۷, p < ۰.۰۱), explaining approximately ۳۲% of its variance. The structural model results indicated that the "meaningfulness of work" dimension had the strongest effect on job satisfaction with a path coefficient of ۰.۴۱, while the "self-determination" dimension had the greatest effect on employees' organizational commitment with a path coefficient of ۰.۳۶. The model fit indices were also evaluated as acceptable (GOF = ۰.۴۹, SRMR = ۰.۰۵۸). Based on the findings, strategies such as increasing employee participation in decision-making, delegating authority, developing professional skills, establishing effective feedback systems, and strengthening a culture of organizational trust can significantly enhance employees' psychological empowerment, which in turn improves job satisfaction and organizational commitment in private companies.

کلیدواژه ها:

Psychological Empowerment ، Job Satisfaction ، Organizational Commitment ، Human Resource Management ، Private Companies