The Impact of Psychological Empowerment Variables on Crisis Management Structure Variables Among Red Crescent Employees in Kerman Province

ABSTRACT

Psychological empowerment is a key factor in enhancing employee motivation, job satisfaction and effectiveness and plays an important role in strengthening both psychological and organisational resilience. This study aimed to examine the relationship between psychological empowerment dimensions and structural components of crisis management among Red Crescent personnel. This cross‐sectional study was conducted online in 2024 among personnel of the Red Crescent Society in Kerman Province. A total of 156 participants were recruited using convenience sampling. Data were collected using Spreitzer's Psychological Empowerment Questionnaire, which includes 15 items across four dimensions (meaningfulness, competence, autonomy, and impact), and a Crisis Management Structure Questionnaire consisting of 35 items covering five dimensions (structure, formalisation, complexity, centralisation and needs assessment). Data were analysed using descriptive statistics and multivariable linear regression in STATA version 17. Multivariable linear regression analysis showed that educational attainment at the bachelor's level ( p value = 0.008) and above ( p value = 0.007), as well as the competence ( p value = 0.004) dimension of psychological empowerment, were significantly associated with higher perceived complexity in crisis management. In addition, work experience was positively associated with needs assessment capability ( p value = 0.04). In contrast, the meaning dimension of psychological empowerment demonstrated a significant inverse relationship with crisis management complexity ( p value = 0.006). The findings suggest that psychological empowerment is an important factor in shaping how crisis management structures are perceived and applied among Red Crescent personnel. Humanitarian organisations are encouraged to prioritise empowerment‐oriented interventions alongside field‐based experiential learning to improve personnel's understanding of crisis complexity and needs. Strengthening job meaningfulness and reinforcing mission‐related identity may also help reduce perceived complexity and enhance the effectiveness of organisational crisis management.