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Conditions Necessary for Empowerment - Employee Empowerment & Seperations
Human Resources Management - Employee Empowerment & Seperations
Conditions Necessary for Empowerment - Employee Empowerment & Seperations
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The conditions that are necessary for empowerment and gaining credibility and acceptance at various levels in the organization are active participation by lower level employees in the management
Conditions Necessary for Empowerment
The conditions that are necessary for empowerment and gaining credibility and acceptance at various levels in the organization are active participation by lower level employees in the management of the affairs of an organization, encouragement to innovations, transparent information sharing, less formalization of workplace, installation of upward performance appraisals, creating tasks that provide intrinsic feedback, encouragement to self-management of individuals and self-
While the minimum prerequisite for empowerment is sharing of information about an organization’s plans for the near future and the details required to the completion of job, an organization would also have to reduce resource-dependency on the part of the people to be empowered, towards their bosses. The maximum extent of empowerment is found when workers become directors and become capable of codetermination. Empowerment is normally associated with the practice of delegation at individual level and decentralization and flexibility in the organization in general. In short, empowerment has to cover the bases of supremacy such as information, personal charisma, reward and coercive potential, expertise and position. Empowering the workers in progressive doses, would keep their interests and initiatives alive, sustain their resourcefulness and independence, and promote foresight, profit-orientation, optimism and versatility, besides instilling a significant sense of responsibility in them.
Empowerment consists of five stages. The first stage is the diagnosis. It involves identifying the existing conditions in the organization that lead to feelings of powerlessness among employees. Some of the conditions thus identified could be centralized resources, authoritarian styles of leadership, rewards with low incentive value and poor communication. The next stage is to introduce empowering strategies like participative management, merit-pay systems and job enrichment. The third stage is to remove conditions of powerlessness and provide self-efficacy information to make the employees feel confident, self-assured and hopeful of success. The fourth stage is when a feeling of empowerment is generated. The fifth and final stage towards empowerment involves deriving performance as a beneficial outcome of better empowerment.
The conditions that are necessary for empowerment and gaining credibility and acceptance at various levels in the organization are active participation by lower level employees in the management of the affairs of an organization, encouragement to innovations, transparent information sharing, less formalization of workplace, installation of upward performance appraisals, creating tasks that provide intrinsic feedback, encouragement to self-management of individuals and self-
While the minimum prerequisite for empowerment is sharing of information about an organization’s plans for the near future and the details required to the completion of job, an organization would also have to reduce resource-dependency on the part of the people to be empowered, towards their bosses. The maximum extent of empowerment is found when workers become directors and become capable of codetermination. Empowerment is normally associated with the practice of delegation at individual level and decentralization and flexibility in the organization in general. In short, empowerment has to cover the bases of supremacy such as information, personal charisma, reward and coercive potential, expertise and position. Empowering the workers in progressive doses, would keep their interests and initiatives alive, sustain their resourcefulness and independence, and promote foresight, profit-orientation, optimism and versatility, besides instilling a significant sense of responsibility in them.
Empowerment consists of five stages. The first stage is the diagnosis. It involves identifying the existing conditions in the organization that lead to feelings of powerlessness among employees. Some of the conditions thus identified could be centralized resources, authoritarian styles of leadership, rewards with low incentive value and poor communication. The next stage is to introduce empowering strategies like participative management, merit-pay systems and job enrichment. The third stage is to remove conditions of powerlessness and provide self-efficacy information to make the employees feel confident, self-assured and hopeful of success. The fourth stage is when a feeling of empowerment is generated. The fifth and final stage towards empowerment involves deriving performance as a beneficial outcome of better empowerment.
Tags : Human Resources Management - Employee Empowerment & Seperations
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