ABSTRACT
This chapter highlights the three components of psychological empowerment, namely, intrapersonal, interactional and behavioural components, which enables an individual to gain the inner confidence needed to feel empowered. The theory of psychological empowerment suggests interventions that provide genuine opportunities for individuals to participate may help them develop a sense of psychological empowerment. Psychological empowerment is advocated because of its perceived psychological benefits and there is abundant literature to support this view. A study by Mangundjaya revealed that psychological empowerment plays a positive role with regards to employee's commitment to organisational change. Employee empowerment can be enhanced if organisations remove all impediments that lead to a sense of powerlessness, such as unnecessary rules and regulations and limited participation. The critiques of employee empowerment emanate from what appears to be half-hearted attempts by employers that allow for a very limited degree of decision-making and control by employees.
