Empowering Brings Better Future
DOI:
https://doi.org/10.59889/ijembis.v3i2.140Keywords:
Human Resources, Abilities, EmpoweringAbstract
The ability of every human being is a gift from God Almighty. Each of us has different skills in many ways. Each of those abilities becomes more valuable when the owner appreciates them and always desires to improve them. Because when a person's abilities improve, he and the surrounding environment will benefit greatly from this situation (Finsel, Julia S. et al., 2023). Training will be one of the efforts that can be made to develop or increase the added value of a skill. Sometimes only some people and the environment understand and appreciate a person's abilities, but that is not a barrier to being a better person (Hogan, J. J., 1992). This positive ability will also make the human resources who have it become human resources who have added value and character and are desired by many fields of work.
Downloads
References
Babatunde Temitope Fanisi et al., (2023). Effect of training and development on labour union-management relationship at Unicane Industries Limited, Kogi State, World Journal of Advanced Research and Reviews, vol. 17 (1), p. 948–955, E-ISSN: 2581-9615
Babatunde Temitope Fanisi et al., (2023). Human Resource Planning and Organizational Development Goals, Journal for Studies in Management and Planning, vol. 9 (3), ISSN: 2395-0463
Conen, W.S., et al., (2012). Employers’ attitudes and actions towards the extension of working lives in Europe, International Journal of Manpower, Vol. 33 No. 6, p. 648–665, DOI:10.1108/01437721211261804
Dahou, Khadra., et al., (2018). Successful Employee Empowerment: Major Determinants in the Jordanian Context, Eurasian Journal of Business and Economics, vol. 11 (21), p. 49–68, DOI:10.17015/ejbe.2018.021.03
Finsel, Julia S., et al., (2023). A conceptual cross-disciplinary model of organisational practices for older workers: multilevel antecedents and outcomes, The International Journal of Human Resource Management, DOI:10.1080/09585192.2023.2199939
Hackman, J. R., et al., (1976). Motivation through the design of work: Test of a theory, Organizational Behavior and Human Performance, vol. 16(2), p. 250–279, DOI: 10.1016/0030-5073(76)90016-7
Hogan, J. J., (1992). Turnover and what to do about it, Cornell Hotel Restaurant, Administration Quality, vol. 33, p. 40–45. DOI: 10.1177/001088049203300120
Hogg, M. A., (2000). Subjective uncertainty reduction through self-categorization: a motivational theory of social identity processes, Europe Journal of Social Psychology, vol. 11, p. 223–255, DOI: 10.1080/14792772043000040
Huffman, A. H., et al., (2022). Managing furloughs: how furlough policy and perceptions of fairness impact turnover intentions over time, International Journal Human Resource, vol. 33, p. 2801–2828, DOI: 10.1080/09585192.2021.1879
Jun, Kiho., et al., (2023). Impact of authentic leadership on employee turnover intention: Perceived supervisor support as a mediator and organisational identification as moderator, Frontiers in Psychology, vol. 14: 1009639, DOI: 10.3389/fpsyg.2023.1009639
Joo, B.K., et al., (2016). Enhancing work engagement: the roles of psychological capital, authentic leadership, and work empowerment. Leadership Organization Development Journal, vol. 37, p. 1117–1134, DOI: 10.1108/LODJ-01-2015-0005
Kadefors, R. et al., (2020). The capability of organizations to manage delayed retirement, Journal of Organizational Effectiveness: People and Performance, vol. 7 (1), p. 38–51, DOI: 10.1108/JOEPP-06-2019-0047
Karasek, R. A., (1979). Job demands, job decision latitude, and mental strain: Implications
for job redesign, Administrative Science Quarterly, vol. 24(2), p. 285–308, DOI: 10.2307/2392498
May, D. R., et al., (2003). Developing the moral component of authentic leadership, Organizational Dynamic Journal, vol. 32, p. 247–260, DOI: 10.1016/S0090-2616(03)00032-9
Nedd, N., (2006). Perceptions of empowerment and intent to stay, Nursing Economics, vol. 24, p. 13–20
Nikolic, Vesna., et al., (2020). Human resource development and organizational learning in occupational and environmental safety, Safety Engineering vol. 10(1):35–38, DOI: 10.5937/SE2001035N
Pidgeon, N., (1991). Safety culture and risk management in organizations, Journal of Cross-Cultural Psychology, pp. 129-140
Walumbwa, F. O., et al., (2008). Authentic leadership: development and validation of a theory-based measure, Journal Management, vol. 34, p. 89–126, DOI: 10.1177/0149206307308913
Wrzesniewski, A., et al., (2001). Crafting a job: Revisioning employees as active crafters of their work, The Academy of Management Review, vol. 26 (2), p. 179–201, DOI: 10.2307/259118
Zacher, H. et al., (2021). Life stage, lifespan, and life course perspectives on vocational behavior and development: A theoretical framework, review, and research agenda, Journal of Vocational Behavior, vol. 126, 103476, DOI: 10.1016/j.jvb.2020.103476
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Emmywati, Mohammad Ardi Setyawan, Bambang Sri Wibowo, Miya Dewi Suprihandari, Nasir Ahmad Zargar

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.