The current study examined the effect of the style of transformational leadership on innovative work behavior as well as the internal locus of control’s moderating role and psychological empowerment between the relationships of them. We collected data from 422 respondents who are related to family business in Malaysia. Path coefficient analysis was employed to test the hypotheses and SPSS software was used for analyzing descriptive data. The results showed that transformational leadership style, psychological empowerment and internal locus of control have affirmative relationship and significant impact on innovative work behavior. Finally, psychological empowerment and internal locus of control were not found to have moderating effect between innovative work behavior and the style of transformational leadership.

Idiosyncratic deals have been used by many organizations to achieve desirable employees’ behavior and work-related positive outcomes. Drawing upon the social exchange theory, this study aims at investigating the connections between idiosyncratic deals and work engagement. Besides, this study also scrutinizes the mediating role of psychological empowerment in the relationship between idiosyncratic deals and work engagement. This study applied smart PLS-SEM v.3.2 for the data analysis to ascertain the relationship between the study variables. Using an online survey, data are collected from 310 academicians working in the public higher education institutions of Pakistan. The finding of this study shows a significant positive relationship between idiosyncratic deals and work engagement. Furthermore, finding of the study also divulges that psychological empowerment mediates the relationship between idiosyncratic deals and work engagement. Hence the management and the policy makers in the public higher education institutions should focus on the provision of idiosyncratic deals based on the personal and professional needs of academicians to strengthen their feeling of psychological empowerment which subsequently results in fostering their engagement at work.

Employee engagement has become an emergent topic in recent years among consulting firms and in the popular business press. Many researchers have claimed that employee engagement predicts employee outcomes (e.g. job satisfaction, intentions to quit); closely linked to employees’ innovation; behavior organizational success; and financial performance (e.g. total shareholder return). However, as far as we know, the role of the leader in fostering work engagement has received limited research attention. Furthermore, most extant researches studied the effect of transformational leadership on employee engagement have been for developed economies and the role of transformational leadership and employee engagement in transitional economies such as Vietnam is still unclear. To fill the research gap above, we take advantage of Vietnam’s transitional status to indicate the significant role of psychological empowerment in the circumstance of mediating role between transformational leadership and employee engagement.

Today, human capital is considered a key factor of achieving the competitive advantage in different industries. The present study, as an applied and descriptive research, aims at providing formulation and evaluation of human resource development of an Iranian Petrochemical Company (APC). The human resource experts and managers of APC together with university professors of human capital and familiar with local conditions of Khuzestan province, Iran, made up the statistical population of this research. In this connection, first the internal factors (including advantages and disadvantages) were identified using human resource excellence indicators. Then, the opportunities and threats of human resource system were found via PESTEL approach. In the next step, the primary strategies were formulated using the strength, weakness, opportunities and threats (SWOT) Matrix. The next phases of the study were included evaluation and ranking of human resource development strategies based on analytical network process (ANP) multi-criteria decision making method and grey systems theory. According to results of the research, defensive strategies (WT) are suggested as the best and most appropriate strategies in human resource area. In other words, the internal and external factors of APC are problematic. Accordingly, APC is expected to adopt WT strategy, minimize the weaknesses, and avoid threats. Subsequent to the above policy, the strategies of WO, ST, and SO are advised to employ.

Efficiency is one of the fundamental concepts in any organization including ministry of education of Iran. Teachers and counselors are the main assets of this organization and education plays a key role in achieving the organization & apos; s goals. In-service training is a technique for improving the quality and effectiveness of the advisors. This paper presents a study on the effect of in-service training on advisors’ effectiveness through psychological empowerment. The study uses a questionnaire developed by Spreitzer (1995) [Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.] to examine the effects of five variables; namely self- efficacy, self-determination, impact, meaningfulness and trust. Using structural equation modeling, the study has determined that all five psychological empowerment components had positive and meaningful effects on in-service training. In addition, in-service training maintained positive and meaningful impacts on all components on psychological empowerment. Moreover, in-service training positively influenced on psychological empowerment.

This paper presents an empirical investigation to study the relationship between employees’ psychological empowerment and organizational commitment in revenue agency of city of Semnan, Iran. The study uses two questionnaires, one for measuring the effects of psychological empowerment developed by Mishra and Spreitzer (1998) [Mishra, A. K., & Spreitzer, G. M. (1998). Explaining how survivors respond to downsizing: The roles of trust, empowerment, justice, and work redesign. Academy of management Review, 23(3), 567-588.] and the other for measuring organizational commitment developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.]. Cronbach alphas for psychological empowerment and organizational commitment are calculated as 0.81 and 0.92, respectively, which are well above the minimum acceptable levels. The results of our survey have indicated that there were positive and meaningful relationships between psychological empowerment and organizational commitment components including Sense of efficacy (r = 0.414, Sig. =0.000), meaningful (r = 0.481, Sig. =0.000), having a choice (r = 0.341, Sig. = 0.000) and trust (r = 0.736, Sig. =0.000). However, the survey does not support any relationship between Competency and organizational commitment.

The purpose of this descriptive–survey study is to determine the effect of psychological empowerment of employees on organizational learning based on Huber model. The study selects a sample of 54 people randomly from 499 regular employees of a Gas distribution firm located in province of Lorestan, Iran. For collecting data, two questionnaires of Huber organizational learning and psychological empowerment based on Spreitzer (1995) model [Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.] are used. Cronbach’s alpha coefficients of organizational and psychological empowerment questionnaires are 0.706 and 0.92, respectively. SPSS software and linear regression test, binomial test, Pearson correlation test, and Friedman tests are used to analyze data and examine the hypotheses. The results of the data analysis show that psychological empowerment of employees could influence on organizational learning aspects in organization, significantly.