خلاصة:
The purpose of this research is to identify empowerment strategies for representatives of the parliament. This study seeks to answer the question of how the abilities of representatives can be improved and enhanced. To collect data, 24 in-depth interviews were conducted with experts including 9 experienced representatives, 11 former managing directors of representative offices in parliament, and 4 scientific experts. A qualitative research method and thematic analysis tool were used to analyze the data obtained from these interviews. The results of the thematic analysis process led to the identification of three main strategies, including personal and individual empowerment of representatives, structural and organizational empowerment, and social empowerment. For each strategy, a set of solutions summarized from the analysis of the interview themes has been considered, which can be used as an action plan to increase the ability of representatives.
ملخص الجهاز:
In research related to the relationship between competence and other components; Zahedi, Bodlaei, Setari Nasab & Kushki (1388) pointed to the inverse relationship between cognitive empowerment and organizational commitment; Nistiani, Chopani, Gholamzadeh & Zare Khalili (1391) pointed to the positive relationship between transformational leadership and empowerment and its components; Safarzadeh, Nadri & Enayati (1392) pointed to the better predictive effect of job passion and organizational health for cognitive empowerment; Salimi & Farzi (1393) pointed to the significant positive relationship between professional growth, empowerment, and supervisor support with job attitudes, satisfaction, and organizational commitment; Hashemi & Khosravi (1395) pointed to the positive impact of constructing an environmentally friendly accommodation in the Simin Dasht region on the level of participation and empowerment of the local community; Najibzadeh, Bostani & Derakhshideh (1395) pointed to the positive impact of ethical leadership on empowerment; Ismail, Mohammad, Soliman, Mohammad & Youssef (2011) pointed to a positive relationship between transitional leadership style and human resource empowerment; Badah (2012) pointed to the important and meaningful relationship between knowledge management process and employee empowerment, and Asia Cho & Gkorzis (2014) found the strong impact of all four dimensions of empowerment on the capacity to absorb knowledge in their research.
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