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Various scholars have identified commitment as one of the major contributors of workplace productivity. Commitment provides the interest and morale for handling tasks which results in organisation progress and growth. Commitment is perceived as either continuance, normative, or continuance commitment. The three commitment categories are fundamental, and academics have established empowerment as a fundamental tool for developing workplace commitment. Significantly, empowerment is categorized as either psychological or structural. Psychological empowerment is purported to increase the commitment levels in institutions. Basically, psychological empowerment is concerned more with personnel experience and their responsibilities in the organization rather than focusing on managerial activities. This study, therefore, establishes the validity of psychological empowerment in improving the commitment levels among institutions. The study sampled 100 employees from varied departments in King Saudi University. The participants were distributed in accordance with their working experience; twenty of the respondents had worked for between 11 and 15 years, thirty had a working experience of 6-10 years, and the majority (50) had worked for less than five years. The level of psychological empowerment (PE) and the corresponding organization commitment (OC) was measured through a survey questionnaire. In both questionnaires, the items were measured in 7-point Likert- type, with the least value being 1 (strongly disagree) and the highest 7 (strongly agree). The results of the study indicated that that the average of psychological empowerment and the five dimensions relating to it with organization commitment were on the higher side. Notably, organization commitment relied heavily on the level of autonomy given to the employee in decision making at the workplace.

Psychological Empowerment on Organizational Commitment as Perceived by Saudi Academics