employeeempowerment-12721971556828-phpapp01

8/7/2019 employeeempowerment-12721971556828-phpapp01

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EMPLOYEEEMPOWERMENT


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A primary goal of employee empowerment is to give

workers a greater voice in decisions about work-related matters.

Their decision-making authority can range from

offering suggestions to exercising veto power

over management decisions.

Possible areas include: how jobs are to be

performed, working conditions, company policies,

work hours, peer review, and

how supervisors are evaluated


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Benefits of Empowerment

All ees view themselves as Owners of the business

Improved productivity

Creativity & Innovation

Customer-focus Faster decision-making

Organizational learning

Making full use of Human resources-

Engaging the mind of every employee


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Degrees of Empowerment

Total management control- No employee discretion

Participatory management- management generally

controls the work & the context,but allow ees to make

some decisions(typically minor ones)

Self-management- ees make most decisions

pertaining to their work and work setting


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Empowered People

Gretchen Spreitzerfound that ees who feelempowered share the following 4 beliefs:

Meaning-belief that ones work is aligned withhis/her values

Competence-belief that he/she has the ability toeffectively 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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Organizational improvement through

employee empowerment First, empowerment can strengthen motivation by

providing employees with the opportunity to attain

intrinsic rewards from their work, such as a greatersense 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.

Especially when decisions require task-specific

knowledge, those on the front line can often betteridentify problems.


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TOYOTA

Toyota Motor Company empowers some of its

employees to identify and help remedy problems

occurring during product assembly. An automobile

coming offToyota's assembly line with a paint defectis 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.


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Solutions resulting from employee involvement tendto 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 byreducing the attitude that solutions are "passed down

from above."


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A number of different human resource management

programs are available that grant employeeempowerment to some extent. A number of these are

discussed in the following sections including-

Informal participative decision-making

programs

Job enrichment

Continuous improvement

Self-managed work teams.


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Informal Participative

Decision-making Programs

Informal participative decision-making programsinvolve managers and subordinates making joint

decisions on a daily basis. Employees do not enjoyblanket authority to make all work-related decisions;managers decide just how much decision-makingauthority employees should have in each instance.The amount of authority varies depending on suchsituational factors as decision complexity and theimportance of employee acceptance of the decision.


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While it may seem obvious, one key to

empowerment is choosing under what

conditions to empower employees. Employees

should be empowered in situations where they

can make decisions that areas good as, or better than,

those made by their

managers.


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Issues with Empowerment

(Managers) Managers misunderstand it.

Managers only pay it Lip Service.

Organizations are not prepared in terms ofstructure,culture & rewards.

Managers are displeased when empowered workersmake decisions that differ from their expectations.

Managers expect to see results without having tomake a strong commitment or taking risks.


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Issues with Empowerment

(Employees) ees need the skills and training to manage

risks and decision-making.

Many ees dont want the added responsibilityand accountable & are uncomfortable with

putting their necks on the line.

Not all people are conscientiousenough to be empowered.


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Job Enrichment

Job enrichmentaims to redesign jobs to be more intrinsicallyrewarding. Certain job characteristics help managers to buildenrichment into jobs. These characteristics include:

Skill variety- The various skills needed to perform a giventask, where increased skill requirements are associated with

increased motivation. Task identity- The degree to which employees perceive how

their job impacts the overall production of a product orservice.

Task significance- Whether the task is meaningful beyond the

task itself. Autonomy-Employee discretion over how to perform a task.

Feedback-Input from peers and supervisors regarding thequality of an employee's work.


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Combining tasks- This involves assigning

tasks performed by different workers to a singleindividual.

For example, in a furniture factory, rather thanworking on just one part of the production process,each person could assemble, sand, and stain anentire table or chair. This change would increaseskill variety, as well as task identity, as each worker

would be responsible for the job from start to finish.


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Establish client relationships- Client relationships

could be established by putting the worker in touchwith customers.

For example, an auto dealership service departmentcould allow its mechanics to discuss serviceproblems directly with customers, rather than going

through the service manager. By establishing clientrelationships, skill variety is increased becauseworkers have a chance to develop interpersonalskills. It also provides them with a chance to do alarger part of the job (task identity), to see how

their work impacts customers (task significance),and to have more decision-makingauthority(autonomy).


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Continuous Improvement Often referred to as Total Quality Management,

these programs empower workers to trace product orservice problems to their root causes and redesignproduction processes to eliminate them using variousproblem-solving and statistical techniques. The use ofcontinuous improvement programs have grownrapidly, built on the successful experiences ofnumerous companies.

Xerox, for example, was able to decrease the number

of customer complaints it received by 38 percent afterimplementing continuous improvement methods.

Motorola reduced the number of defects in itsproducts by 80 percent. .


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Self-Managed Work Teams

Self-managed work teams are not for allorganizations; characteristic needed for successinclude:

Technical

Interpersonal skills

Administrative skills


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Drawbacks can include:

Rivalry within and across teams.

A shortage of time and skills on the team to deal with

conventional management concerns like hiring,

training, and resolving interpersonal disputes.

Difficulty appraising employees in the absence of a

traditional management figure.


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Success Factors

Rewards have to encourage empowerment, notcompliance with rules.

Sharing responsbility means sharing in the rewards-performance based pay is crucial.

Empowerment requires sharing of information- booksneed to be opened to ees.

ees need to be trained to makesmart decisions.


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Success Factors Continued

Management needs to be committed to giving updirect control for value- based control.

Management needs to be trained facilitators not

controllers. Management must be willing to accept risk &

uncertainity & to tolerate mistakes.

Management must seek empowerment for the right

decisions.


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Low role

ambiguity

Wide span

Ofcontrol

Political

Support

Access to

information

Org.

Climate

Education

&

Training

Conditionsinspiring

Empowerment


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On empowerment..

A funny thing happens when you take the

time to educate your employees, pay

them well, and treat them as equals. You

end up with extremely motivated and

enthusiastic people.


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ThankY

ouBy: Poonam Gupta

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