**1. Introduction**

Classically, organizational psychology has focused on studying negatively charged behaviors such as absenteeism, turnover and work stress, among others [1]. Today, a paradigm shift has allowed us to move from a negative perspective to a more positive one. As a result, positive psychology has emerged, as a movement that currently affects this research effort to better translate organizational projects, and expand and improve psychosocial well-being and quality of life in organizations [2]. This approach to positive psychology, at the level of enhancing the knowledge of a full organizational life, characterized by "positive employees" working in "positive organizations," is the ideal ground for characterizing so-called "healthy organizations." This concept of "healthy organizations" describes the great commitment made by organizations in defining strategies and actions characterized by

good practices. These measures of a systematic, methodical, clearly delineated and proactive nature aim to improve the processes and outcomes of the organization so as to affect the welfare of both employees and the organization. This bravery on the part of the organization presupposes, however, the introduction of resources and the implementation of good experiences in the search for improvements in the work environment, in order to promote the health of employees and the financial health of the organization [3].

According to this model, healthy organizations consider the following three interrelated components: (1) social resources in the working group (e.g., social support) and structural resources for the execution of tasks (e.g., autonomy); (2) healthy active professionals experiencing high levels of psychosocial well-being; (3) healthy organizational outcomes such as high performance and quality of service [4]. In an attempt to explain each of these three dimensions: (1) strategies aimed at creating social resources in the working group are another strategy adopted by organizations, which can be provided in the form of social support. Social support can be provided to professionals by superiors [5, 6] or by the contributors themselves [7, 8]. Social support can, however, be more "emotional" in the more or less engaging configuration of active emotions with other members, both inside and outside the organization [9, 10]. But it can also have an "instrumental" configuration, through the more or less tangible manner of these interactions that facilitate the achievement of results, work execution, financial assistance and other facilitated aids or assets. In a second dimension, facilitated access to information channels (strategic, technical and practical), support (guidance, monitoring and feedback), resources (material, human or financial) and opportunities (to learn and grow in the organization) are organizational structures of which enable employees to perform their work activities and tasks freely, independently and autonomously. These structurally empowered environments, according to Kanter [11], are conducive to a global perception of greater autonomy and control by employees in carrying out their work, whose execution is more effectively predicted (global empowerment) [12]. Therefore, managers, by providing substantiated infrastructures (increased access to information, resources, support and opportunity), provide their subordinates with the support tools they need to perform their assigned activities and tasks with complete freedom and success. In turn, employees, as people who deserve this trust, must have the skills, abilities and talents necessary to perform these activities and tasks as successfully as possible. The end result is an overall perception of job effectiveness, based on the employees' perception of global empowerment. This assumption clearly requires managers to implement organizational strategies, which are essential for the promotion of truly empowered social support climates, to trigger high levels of well-being at work. (2) Active and healthy professionals with high levels of psychosocial well-being—employees' perception of global empowerment enables them to understand greater freedom and independence in the execution and management of their own work. It also allows them to feel more autonomous in decision-making without having to submit to higher authorization. This subjective state favors the appearance of job satisfaction. On the other hand, the social support given by superiors and peers results in professionals having a perception of being loved, cared for, esteemed and valued, based on a social network of mutual assistance [13]. The integration into social groups that establish friendship bonds and guarantee the necessary support to face the demands of work favors the appearance of positive attitudes at work, such as job satisfaction. These two dimensions, namely structured working conditions with sufficient resources to perform tasks independently (i.e., autonomy) and support working group (i.e., social support), are a reliable way to engage people in healthy activities. An increased sense of

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*Linking Social Support with Job Satisfaction: The Role of Global Empowerment in the Workplace*

In the specific context of health, satisfaction is an important attitude that can benefit patient care [17, 18], particularly the quality of service provided [19–21]. Job satisfaction also has a positive effect on decreasing turnover intent [22, 23] and absenteeism [24, 25], results that, as we know, are detrimental to individuals and the organization. The above studies confirm and reinforce the general idea advocated by Kanter's structural empowerment theory (1977) that adequately trained

**2. Relationship between job satisfaction and empowerment in carers**

The impact of healthy work environments on job satisfaction attitudes has been evidenced in systematic literature reviews [26] and also in numerous

These empirical efforts have been widely expressed in comparative country studies—mostly in North America, the United Kingdom and Western Europe with samples of nurses, physicians and other health professionals e.g.,[17, 33]. Many efforts have been made to prove that professionals working in workplaces that are structured tend to exhibit high levels of job satisfaction (e.g., [34], updated in 2011; [35]). These studies have underlined that a person's perception of control and responsibility in a confrontation with work is an antecedent factor that determines the advent of job satisfaction. The findings also show a significant positive relationship between empowerment and job satisfaction (for a systematic review, see [36]), regardless of the design adopted or the sample described. Other studies have highlighted the importance of the correlation between empowerment and job satisfaction. This relationship is fundamental in promoting improvements in the quality of care provided but also in retaining people at the organization (e.g., [37–41]). All these studies reinforce the idea, originally defended by Kanter's [11] structural empowerment theory that empowered work environments foster motiva-

**3. Relationship between job satisfaction and social support in carers**

In general, positive work attitudes (e.g., job satisfaction) establish a positive and meaningful relationship with work contexts characterized by active social dynamics [42, 43]. An illustrative example is social support, whether from superiors (e.g., [5, 6]) or from peers (e.g., [7, 44]). In particular, there are several systematic literature reviews (e.g., [34, 44–46]) that have shown that social support, whether provided by superiors or colleagues, is a predictive factor of job satisfaction, work involvement and carer commitment to the organization. These findings have shown that integration into social groups may not only enable the carer to establish bonds of friendship but also ensure the technical support he or she needs to meet the

autonomy and a supportive climate allow employees to experience high levels of job satisfaction, psychosocial well-being and health at work [14, 15] in acting as risk-protecting agents against contracting diseases of a psychosomatic nature. (3) Healthy organizational outcomes, such as high performance and quality of service—the overall perception of empowerment and social support are decisive factors for more effective individual performance [10, 11], quality of life at work [16] and consequent achievement of personal goals [11], such as greater professional and/or personal achievement. In other words, job satisfaction is an indirect indicator

*DOI: http://dx.doi.org/10.5772/intechopen.89912*

of work efficiency and quality of service [12].

studies [27–32].

tion and job satisfaction.

work environments increase motivation and job satisfaction.

*Linking Social Support with Job Satisfaction: The Role of Global Empowerment in the Workplace DOI: http://dx.doi.org/10.5772/intechopen.89912*

autonomy and a supportive climate allow employees to experience high levels of job satisfaction, psychosocial well-being and health at work [14, 15] in acting as risk-protecting agents against contracting diseases of a psychosomatic nature. (3) Healthy organizational outcomes, such as high performance and quality of service—the overall perception of empowerment and social support are decisive factors for more effective individual performance [10, 11], quality of life at work [16] and consequent achievement of personal goals [11], such as greater professional and/or personal achievement. In other words, job satisfaction is an indirect indicator of work efficiency and quality of service [12].

In the specific context of health, satisfaction is an important attitude that can benefit patient care [17, 18], particularly the quality of service provided [19–21]. Job satisfaction also has a positive effect on decreasing turnover intent [22, 23] and absenteeism [24, 25], results that, as we know, are detrimental to individuals and the organization. The above studies confirm and reinforce the general idea advocated by Kanter's structural empowerment theory (1977) that adequately trained work environments increase motivation and job satisfaction.

### **2. Relationship between job satisfaction and empowerment in carers**

The impact of healthy work environments on job satisfaction attitudes has been evidenced in systematic literature reviews [26] and also in numerous studies [27–32].

These empirical efforts have been widely expressed in comparative country studies—mostly in North America, the United Kingdom and Western Europe with samples of nurses, physicians and other health professionals e.g.,[17, 33]. Many efforts have been made to prove that professionals working in workplaces that are structured tend to exhibit high levels of job satisfaction (e.g., [34], updated in 2011; [35]). These studies have underlined that a person's perception of control and responsibility in a confrontation with work is an antecedent factor that determines the advent of job satisfaction. The findings also show a significant positive relationship between empowerment and job satisfaction (for a systematic review, see [36]), regardless of the design adopted or the sample described. Other studies have highlighted the importance of the correlation between empowerment and job satisfaction. This relationship is fundamental in promoting improvements in the quality of care provided but also in retaining people at the organization (e.g., [37–41]). All these studies reinforce the idea, originally defended by Kanter's [11] structural empowerment theory that empowered work environments foster motivation and job satisfaction.

#### **3. Relationship between job satisfaction and social support in carers**

In general, positive work attitudes (e.g., job satisfaction) establish a positive and meaningful relationship with work contexts characterized by active social dynamics [42, 43]. An illustrative example is social support, whether from superiors (e.g., [5, 6]) or from peers (e.g., [7, 44]). In particular, there are several systematic literature reviews (e.g., [34, 44–46]) that have shown that social support, whether provided by superiors or colleagues, is a predictive factor of job satisfaction, work involvement and carer commitment to the organization. These findings have shown that integration into social groups may not only enable the carer to establish bonds of friendship but also ensure the technical support he or she needs to meet the

*Safety and Health for Workers - Research and Practical Perspective*

of the organization [3].

good practices. These measures of a systematic, methodical, clearly delineated and proactive nature aim to improve the processes and outcomes of the organization so as to affect the welfare of both employees and the organization. This bravery on the part of the organization presupposes, however, the introduction of resources and the implementation of good experiences in the search for improvements in the work environment, in order to promote the health of employees and the financial health

According to this model, healthy organizations consider the following three interrelated components: (1) social resources in the working group (e.g., social support) and structural resources for the execution of tasks (e.g., autonomy); (2) healthy active professionals experiencing high levels of psychosocial well-being; (3) healthy organizational outcomes such as high performance and quality of service [4]. In an attempt to explain each of these three dimensions: (1) strategies aimed at creating social resources in the working group are another strategy adopted by organizations, which can be provided in the form of social support. Social support can be provided to professionals by superiors [5, 6] or by the contributors themselves [7, 8]. Social support can, however, be more "emotional" in the more or less engaging configuration of active emotions with other members, both inside and outside the organization [9, 10]. But it can also have an "instrumental" configuration, through the more or less tangible manner of these interactions that facilitate the achievement of results, work execution, financial assistance and other facilitated aids or assets. In a second dimension, facilitated access to information channels (strategic, technical and practical), support (guidance, monitoring and feedback), resources (material, human or financial) and opportunities (to learn and grow in the organization) are organizational structures of which enable employees to perform their work activities and tasks freely, independently and autonomously. These structurally empowered environments, according to Kanter [11], are conducive to a global perception of greater autonomy and control by employees in carrying out their work, whose execution is more effectively predicted (global empowerment) [12]. Therefore, managers, by providing substantiated infrastructures (increased access to information, resources, support and opportunity), provide their subordinates with the support tools they need to perform their assigned activities and tasks with complete freedom and success. In turn, employees, as people who deserve this trust, must have the skills, abilities and talents necessary to perform these activities and tasks as successfully as possible. The end result is an overall perception of job effectiveness, based on the employees' perception of global empowerment. This assumption clearly requires managers to implement organizational strategies, which are essential for the promotion of truly empowered social support climates, to trigger high levels of well-being at work. (2) Active and healthy professionals with high levels of psychosocial well-being—employees' perception of global empowerment enables them to understand greater freedom and independence in the execution and management of their own work. It also allows them to feel more autonomous in decision-making without having to submit to higher authorization. This subjective state favors the appearance of job satisfaction. On the other hand, the social support given by superiors and peers results in professionals having a perception of being loved, cared for, esteemed and valued, based on a social network of mutual assistance [13]. The integration into social groups that establish friendship bonds and guarantee the necessary support to face the demands of work favors the appearance of positive attitudes at work, such as job satisfaction. These two dimensions, namely structured working conditions with sufficient resources to perform tasks independently (i.e., autonomy) and support working group (i.e., social support), are a reliable way to engage people in healthy activities. An increased sense of

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demands of the job. Thus, the positive social interactions that are established, not only between supervisors and health-care providers but also between the healthcare providers and work colleagues (peers), in terms of orientation, follow-up, constructive feedback and focus on quality, can be a powerful source of job satisfaction.

This study intends to use only the first two allowances of the above model describing healthy organizations: (1) social resources in the working group (e.g., social support) and structural resources for the execution of tasks (e.g., autonomy); (2) healthy active professionals experiencing high levels of psychosocial well-being through job satisfaction. The permissive Healthy organizational outcomes such as high performance and quality of service would be a consequence of the attitude toward job satisfaction, which will not be evaluated in this study.

The goal is to understand the extent to which social resources in the work group (social support from superiors and peers) and the employees' perception of global empowerment correlate with job satisfaction (attitude, a characteristic of active and healthy professionals, who perceive a high psychosocial level).
