Studies into psychological empowerm

Studies into psychological empowerment (Hechanova
et al.
, 2006; Dewettinck and
Van Ameijde, 2007; Laschinger
et al.
, 2004; Spreitzer, 1995, 1996; Spreitzer
et al.
, 1997)
pay particular attention to job satisfaction. What is more, studies of behavioral
empowerment (Hardy and O’Sullivan, 1998; Sag
̆
lam, 2003) and psychological
empowerment (Conger and Kanungo, 1988; C
̧o
̈
l, 2008; Spreitzer, 1995; Thomas and
Velthouse, 1990) bring the question of the level of impact of behavioral and
psychological empowerment on job satisfaction to the surface. In this perspective, two
hypotheses were developed:
H1.
The behavioral empowerment activities implemented in hotel establishments
affect the job satisfaction of employees positively.
H2.
The psychological empowerment a
ctivities implemented in hotel
establishments affect the job satisfaction of employees positively.
On the other hand, in the literature, studies thus far have focused on either the
psychological dimension or the behavioral dimension of employee empowerment
rather than focusing on both dimensions and their relations to job satisfaction.

Hasil (Bahasa Indonesia) 2:

Studi ke pemberdayaan psikologis (Hechanova
et
al., 2006; Dewettinck dan
Van Ameijde, 2007;
Laschinger. Dkk, 2004; Spreitzer, 1995, 1996; Spreitzer. Dkk, 1997) memberikan perhatian khusus terhadap kepuasan kerja. Terlebih lagi, studi perilaku pemberdayaan (Hardy dan O'Sullivan, 1998; Sag ̆ lam, 2003) dan psikologis pemberdayaan (Conger dan Kanungo, 1988; C o ̈ l, 2008; Spreitzer, 1995; Thomas dan Velthouse, 1990) membawa pertanyaan dari tingkat dampak perilaku dan pemberdayaan psikologis terhadap kepuasan kerja ke permukaan. Dalam perspektif ini, dua hipotesis dikembangkan: H1. Kegiatan pemberdayaan perilaku dilaksanakan di instansi Hotel mempengaruhi kepuasan kerja karyawan secara positif. H2. Pemberdayaan psikologis AKTIVITAS dilaksanakan di Hotel pendirian mempengaruhi kepuasan kerja karyawan positif. Di sisi lain , dalam literatur, studi sejauh ini difokuskan baik pada dimensi psikologis atau dimensi perilaku pemberdayaan karyawan daripada berfokus pada kedua dimensi dan hubungan mereka untuk kepuasan kerja.