You are on page 1of 26

By Group 6 Pradip , Rahul, Sreenath, Kabir, Udit

Contents
Introduction
Importance of Empowerment Concepts

Psychological Empowerment Past, Present & Future


Structural Empowerment Factors affecting Structural Empowerment

Guidelines for Managers


Related Case
2

What is Empowerment ?
Employee empowerment refers to the delegation of power and responsibility from higher levels in the organizational hierarchy to lower level employees, especially the power to make decisions . In other words, Empowerment is the perception by members that they have the opportunity to Help determine work roles, Accomplish meaningful work and Influence important decisions.
3

Importance of Empowerment

Potential benefits Increased commitment, Better decisions, Improved quality, More innovation and Increased job satisfaction

Conceptions of Empowerment
Psychological - focuses on individual employees feelings and

experiences of being empowered

Structural refers to the initiation of empowerment by top

management, focusing on the delegation of authority and responsibility down the hierarchy

These are two approaches to looking at the same topicempowerment .

Psychological Empowerment
The Past: Empowerment Theories and Research The Present: Use and Effectiveness of Empowerment

Programs The Future: What Needs to be Studied

The Past: Empowerment Theories and Research


Psychological Empowerment
Conceptualized as the increased task motivation that results from an individuals positive orientation to the work role.

Defining factors
Meaningfulness Competence

Choice
Impact

Components of Psychological Empowerment


Job design and intrinsic motivation Participative Leadership Organization Structure Reward Systems Access to Information Organizational Culture and Empowerment Values Employee Skills and Traits Leader Selection and Assessment

The Present : Use and Effectiveness of Empowerment Programs


Employee Stock Ownership Plans Sharing Information

Sharing Power through Parallel Structures


Self-managed Teams Democratic Decision Processes

10

The Future: What Needs to be Studied


The Many Faces of Empowerment Facilitating Conditions for Empowerment Compatibility between Different Types of Empowerment

11

Reasons for Failure


Empowerment represents change Empowerment takes time Employees may resist empowerment

12

Structural Empowerment
It refers to the initiation of empowerment by top management, focusing on the delegation of authority and responsibility down the hierarchy

13

Factors affecting Structural Empowerment


Organizational Factors Business unit size Level of training Link to rewards
Cultural Factors
Innovation

Team work
Outcome orientation

14

Effect of factors (contd.)


Size have no effect on empowerment. The level of training is positively related to the extent of

employee empowerment. Link to rewards is positively related to the extent of employee empowerment.
Innovative culture facilitate employee empowerment. Teamwork is positively related to the extent of employee

empowerment. Outcome orientation is positively related to the extent of employee empowerment.


15

Guidelines for Managers


Managers must accurately diagnose whether

participation of employees in the decision process is feasible. Managers must support employees in the decisionmaking process Managers must learn to express sincere appreciation for the input of others, in order to build an environment of participation

16

Case Study
Focus on an empowerment project in a plant of a large

Dutch firm. The main products of this plant are shavers. The staffing level is about 1,800. The production process may be characterized as a mass-production environment. Employees in the production part of the plant work mainly according to fixed procedures. Reward system may be altered to support the process of empowerment
17

Contd..
The production process consists of 2 task groups Machine group Assembly group
The existing pay system is composed of three parts. The main part is based on job descriptions and job evaluations . individual growth codes incidental bonuses.

18

Contd..
Observation for Machine Group
The possibilities for empowerment in terms of

job

enrichment were limited. Nearly all the workers of the team were already completely multifunctional,production processes were highly automated. The employees of this machine group have the authority and the skills to intervene. In this sense their jobs seem to be enriched.
19

Contd
Recommendations for machine group
Using the existing growth codes to reward the level of

multifunctionality of the individual team member. Reward the output of the team instead of the performance of individual workers.

20

Contd..
Observations for assembly group
The actual levels of job enlargement and job

enrichment in the assembly group were rather low. The management of detail planning, quality control tasks, some easy maintenance tasks, the analyses of discharges, and the control over the supply of parts and materials. y
21

Contd..
Recommendations for machine group
Job classification systems are to be modified

using the growth code reward system to support the development of the skills of the individual team member. applying incidental to reward the performance of the group instead of the behavior of the individual worker.
22

Conclusions
Empowerment remains an elusive concept Four factors - meaningfulness, competence, choice,

and impact We need greater precision in construct definition, in order to provide more clarity for management practice

23

Contd..
Managers need to use multiple sources of information

and frequent checkups to be sure that their empowerment initiatives truly result in employees feeling empowered Ethical issues and long-term effects on employees must become part of the landscape for our empowerment efforts in the future.

24

References
Organization Management Journal

Linking Theory & Practice: EAM White Papers Series 2006 Vol. 3, No. 3, 210-231 Effective Empowerment In Organizations Employee empowerment: extent of adoption and influential factors , Kevin Baird and Haiyin Wang , July 2009 issue.

25

Thank you

26

You might also like