empowerment in organizations by group 6

8/2/2019 Empowerment in Organizations by Group 6

1/26

By Group 6

Pradip , Rahul, Sreenath, Kabir, Udit

1


2/26

Contents Introduction

Importance of Empowerment

Concepts

Psychological Empowerment Past, Present & Future

Structural Empowerment

Factors affecting Structural Empowerment Guidelines for Managers

Related Case

2


3/26

What is Empowerment ?

Employee empowerment refers to the delegation of powerand responsibility from higher levels in the organizationalhierarchy to lower level employees, especially the power to

make decisions .In other words,

Empowerment is the perception by members that theyhave the opportunity to -

Help determine work roles,

Accomplish meaningful work and

Influence important decisions.

3


4/26

Importance of Empowerment

Potential benefits

Increased commitment, Better decisions,

Improved quality,

More innovation and

Increased job satisfaction

4


5/26

Conceptions of Empowerment Psychological - focuses on individual employees feelings and

experiences of being empowered

Structural refers to the initiation of empowerment by topmanagement, focusing on the delegation of authority andresponsibility down the hierarchy

These are two approaches to looking at the same topic-empowerment .

5


6/26

Psychological Empowerment

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

Programs

The Future: What Needs to be Studied

6


7/26

The Past:Empowerment Theories and Research

Psychological Empowerment

Conceptualized as the increased task motivation

that results from an individuals positiveorientation to the work role.

7


8/26

Defining factors

Meaningfulness

CompetenceChoice

Impact

8


9/26

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

9


10/26

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


11/26

The Future: What Needs to be Studied

The Many Faces of Empowerment

Facilitating Conditions for Empowerment

Compatibility between Different Types of Empowerment

11


12/26

Reasons for Failure

Empowerment represents change

Empowerment takes time

Employees may resist empowerment

12


13/26

It refers to the initiation of empowerment by topmanagement, focusing on the delegation of authorityand responsibility down the hierarchy

Structural Empowerment

13


14/26

Factors affecting Structural

Empowerment Organizational Factors

Business unit size

Level of training Link to rewards

Cultural Factors

Innovation Team work

Outcome orientation

14


15/26

Effect of factors (contd.) Size have no effect on empowerment.

The level of training is positively related to the extent ofemployee empowerment.

Link to rewards is positively related to the extent ofemployee empowerment.

Innovative culture facilitate employee empowerment.

Teamwork is positively related to the extent of employeeempowerment.

Outcome orientation is positively related to the extent ofemployee empowerment.

15


16/26

Guidelines for Managers

Managers must accurately diagnose whetherparticipation of employees in the decision process isfeasible.

Managers must support employees in the decision-making process

Managers must learn to express sincere appreciation

for the input of others, in order to build anenvironment of participation

16


17/26

Case Study

Focus on an empowerment project in a plant of a largeDutch firm. The main products of this plant areshavers.

The staffing level is about 1,800.

The production process may be characterized as amass-production environment.

Employees in the production part of the plant workmainly according to fixed procedures.

Reward system may be altered to support the processof empowerment

17


18/26

Contd..The production process consists of 2 task groups

Machine group

Assembly groupThe existing pay system is composed of three parts.

The main part is based on job descriptions and jobevaluations .

individual growth codes incidental bonuses.

18


19/26

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 werehighly automated.

The employees of this machinegroup have theauthority and the skills to intervene. In this

sense their jobs seem to be enriched.

19


20/26

Contd

Recommendations for machine group

Using the existing growth codes to reward the level ofmultifunctionality of the individual team member.

Reward the output of the team instead of theperformance of individual workers.

20


21/26

Contd..Observations for assembly group

The actual levels of job enlargement and jobenrichment in the assembly group were rather

low.

The management of detail planning, quality control tasks,

some easy maintenance tasks, the analysesof discharges, and the control over the supply of

parts and materials.

y 21


22/26

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 individualteam member.

applying incidental to reward the performance of thegroup instead of the behavior of the individual worker.

22


23/26

Conclusions Empowerment remains an elusive concept

Four factors - meaningfulness, competence, choice,and impact

We need greater precision in construct definition, inorder to provide more clarity for management practice

23


24/26

Managers need to use multiple sources of informationand frequent checkups to be sure that theirempowerment initiatives truly result in employees

feeling empowered

Ethical issues and long-term effects on employeesmust become part of the landscape for ourempowerment efforts in the future.

Contd..

24


25/26

References Organization Management Journal

Linking Theory & Practice: EAM White PapersSeries

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


26/26

Thank you

26

empowerment in organizations by group 6

Documents