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 A primary goal of employee empowerment is to give workers a

greater voice in decisions about work-related matters. Employee
empowerment is creating a working environment where an
employee is allowed to make his own decisions in specific work-
related situations. The decisions can be big or small, and the
size and effect of the decision is up to the employer
 ^

 
  
uretchen Spreitzer found that employees who feel empowered share
the following 4 beliefs:

£Meaning- Belief that one¶s work is aligned with his/her values

£Competence-Belief that he/she has the ability to effectively complete

his/her work role

£Self-determination-Belief that he/she has the freedom & right to

decide how to approach his/her work, without being micromanaged

£Impact-Belief that he/she can influence organisation outcomes.

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-
irst, empowerment can strengthen motivation by
providing employees with the opportunity to attain
intrinsic rewards from their work, such as a greater
sense of accomplishment and a feeling of importance.
- Intrinsic rewards such as job satisfaction and a sense of
purposeful work can be more powerful than extrinsic
rewards such as higher wages or bonuses
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- The second means by which employee empowerment

can increase productivity is through better decisions.

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Toyota Motor Company empowers some of its employees to identify
and help remedy problems occurring during product assembly. An
automobile coming off Toyota's assembly line with a paint defect is
seen as an opportunity to delve into the root cause of the defect, as
opposed to merely fixing the defect and passing it on to distributors
for resale.
 ·

Solutions resulting from employee involvement tend to have more

employee buy-in when it comes to implementation. Because such
solutions are generated from the front lines, this further enhances
the potential for productivity improvements by reducing the
attitude that solutions are "passed down from above."
 |!

A number of different human resource management programs are

available that grant employee empowerment to some extent. A
number of these are discussed in the following sections
including-
á Informal participative decision-making
programs
á Job enrichment
á Continuous improvement
á Self-managed work teams.
 ||


   

 

 

Informal participative decision-making programs involve managers

and subordinates making joint decisions on a daily basis.
Employees do not enjoy blanket authority to make all work-related
decisions; managers decide just how much decision-making
authority employees should have in each instance. The amount of
authority varies depending on such situational factors as decision
complexity and the importance of employee acceptance of the
decision.
 |]

 
  



 
£Managers misunderstand it.

£Managers only pay it ³Lip Service´.

£Organizations are not prepared in terms of structure,culture &

rewards.

£Managers are displeased when empowered workers make

decisions that differ from their expectations.

£Managers expect to see results without having to make a strong

commitment or taking risks.
 |

 
 
 

 !"#$%&' are not for all organizations;

characteristic needed for success include:

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Often referred to as #&-.*&/ &, these programs

empower workers to trace product or service problems to their root
causes and redesign production processes to eliminate them using
various problem-solving and statistical techniques. The use of
continuous improvement programs have grown rapidly, built on the
successful experiences of numerous companies.

0$#1, for example, was able to decrease the number of customer

complaints it received by 38 percent after implementing continuous
improvement methods.
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#&#$# reduced the number of defects in its products by 80
percent.
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ü#2$*()& aims to redesign jobs to be more intrinsically

rewarding. Certain job characteristics help managers to build
enrichment into jobs.

%*,$*&/ The various skills needed to perform a given task,

where increased skill requirements are associated with increased
motivation.

'%*!&*&/ The degree to which employees perceive how their job

impacts the overall production of a product or service.
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'%'* **(( Ôhether the task is meaningful beyond the task
itself.

.&##/ Employee discretion over how to perform a task.

!2(% Input from peers and supervisors regarding the quality

of an employee's work.
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