INCREASED MANAGERIAL AUTONOMY AND ITS IMPACT ON EMPLOYEE PSYCHOLOGICAL WELL-BEING WITH THE MEDIATING FACTORS OF JOB SATISFACTION AND PSYCHOLOGICAL EMPOWERMENT

Abstract

Studies conducted in the arena of organizational performance and employee wellbeing have significantly emphasized on the role of the later aspect in enhancing the performance of an organization. There are various elements in employee wellbeing, one of which is psychological wellbeing of the employees, which has been emphasized in the present study. The aim of this study has been on understanding the impact of managerial autonomy on psychological wellbeing among the employees, with job satisfaction and psychological empowerment of the employees being considered as the mediating variables. The focus of the study has been o Air India, which has recently undergone privatization, which implies major impact on the employees of the organization and at the management level as well. For the collection of the data, the researcher has focus on collecting primary, quantitative data by conducting survey with the employees associated with the organization. Survey has been conducted using scales like Job Satisfaction Scale- Depre et al (1995), Psychological Empowerment Scale - Spreitzer, Gretchen M. (1995) and Employee Psychological Well Being - Ed Diener and Robert Biswas-Diener, January 2009, among other data collection tools. Managerial Autonomy Scale [MAS] has also been developed and used by the researcher for assessing managerial autonomy. The findings of the study have put forward the fact that managerial autonomy in the organization has an impact on psychological well-being among the employees. The study has also determined the effectiveness of job satisfaction and psychological empowerment as the mediating variables, to impact the psychological well being among the employees. The role of family support in managing red tape has also been observed in this study.