Abstract
This study examines the relationships between psychological empowerment, employee engagement, and intention to leave. Employing structural equation modeling, this study analyzes survey data from both academic and non-academic staff in Thailand. Findings reveal that psychological empowerment positively relates to employee engagement, which, in turn, negatively relates to the intention to leave. In addition, psychological empowerment directly affects the intention to leave. This highlights the potential of empowerment-focused interventions as an innovative strategy for improving employee retention, particularly relevant in today's dynamic and challenging work environments. Our study contributes to the growing body of knowledge on positive organizational psychology by demonstrating the efficacy of empowerment initiatives in a non-Western context. Furthermore, it offers practical implications for organizations seeking nonmonetary rewards to foster a thriving workforce by cultivating a sense of meaning, competence, autonomy, and impact among their employees. Future research can explore the broader applicability of empowerment-based strategies across diverse organizational contexts.