Empowerment of public employees has been touted as an important mediating step in improving public organizational outcomes, yet such a relationship depends on an assumption that employees value what is offered as empowerment. This qualitative study explored the assumption through in-depth interviews of street-level bureaucrats in a large state human service agency. The interviews support previous research that empowerment is multidimensional; five patterns in empowerment were found. Empowerment programs must consider what each individual employee values.
|Original language||English (US)|
|Number of pages||24|
|Journal||Journal of Public Administration Research and Theory|
|State||Published - Jan 1 2002|
ASJC Scopus subject areas
- Sociology and Political Science
- Public Administration