chapter 8 & 9: empowerment and participation & employee attitudes and their effects

HUMAN BEHAVIOR IN

ORGANIZATION

AY 2016-2017 (2ND TRIMESTER)

PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)

PART 8:Empowerment

and Participation

PART 9 :Employee Attitudes

and their Effects

Empowerment and Participation

CHAPTER 8

EMPOWERMENT

Is any process that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting job performance

Five Broad Approaches to Empowerment

1. Helping employees achieve job mastery (giving proper training, coaching, and guided experience that will result in initial successes)

2. Allowing more control (giving them discretion over job performance and then holding them accountable for outcomes)

3. Providing successful role models (allowing them to observe peers who already perform successfully on the job)

4. Social reinforcement and persuasion (giving praise, encouragement, and verbal feedback designed to raise self-confidence)

5. Giving emotional support (providing reduction of stress and anxiety through better role definition, task assistance, and honest caring)

The Process of Empowerment

PARTICIPATION

• is the mental and emotional involvement of people in group situations that encourages them to contribute to group goals and share responsibility for them.

Elements in Participation1. Involvement- participation means

meaningful involvement rather than mere muscular activity

2. Motivation to contribute- participation empowers people to release their own resources of initiative and creativity toward the objectives of the organization

3. Acceptance of Responsibility- participation encourages people to accept responsibility in their group’s activities.

The Participative Process

Prerequisites for Participation1. Adequate time to participate2. Potential benefits greater than costs3. Relevance to employee interests4. Adequate employee abilities to deal with the

subject5. Mutual ability to communicate6. No feeling of threat to either party7. Restriction to the area of job freedom- which is

the area of discretion after all restraints have been applied.

Programs for Participation

• Suggestion programs- are formal plans to invite individual employees to recommend work improvements.

• Quality circles- voluntary groups that receive training in statistical techniques and problem-solving skills and then meet to produce ideas for improving productivity and working conditions.

• Total quality management- this approach gets every employee involved in the process of searching for continuous improvements in their operations.

• Self-managing teams- are natural work groups that are given a large degree of decision-making autonomy; they are expected to control their own behaviour and results.

• Employee ownership plans- this emerges when employees provide the capital to purchase control of an existing operation.

Discussion Questions:

1. Give an illustration of a time when you truly felt empowered.

2. How is it possible for participation to increase the power and influence of both manager and employee?

Employee Attitudes and their Effects

CHAPTER 9

Employee Attitudes

• are the feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately abehave.

• Job Satisfaction- is a set of favorable or unfavorable feelings and emotions with which employees view their work.

Employee Attitudes

• Job Involvement- is the degree to which employees immerse themselves in their jobs, invest time and energy in them, and view work as a central part of their overall lives.

• Organizational Commitment- or employee loyalty, is the degree to which an employee identifies with the orgaJnization and wants to continue actively participating in it.

Effects of Employee Attitudes

The Performance-Satisfaction-Effort Loop

Some Effects of Negative Employee Attitudes:

• Lower job satisfaction is associated with higher employee turnover, which is the proportion of employees leaving an organization during a given time period (usually one year).

• Employees who have low job satisfaction tend to be absent more often.

• Another way in which employees may exhibit their dissatisfaction with job conditions is through tardiness.

Some Effects of Negative Employee Attitudes:

• Theft, or the unauthorized removal of company resources, may be committed by employees who feel exploited, overworked, or frustrated by the impersonal treatment that they receive from their organization.

• One of the most extreme consequences of employee dissatisfaction is exhibited through violence, or various forms of verbal or physical aggression at work.

Benefits of Job Satisfaction Studies

Give management an indication of general levels of satisfaction in a company

Flow of communication in all directions is improved as people plan the survey, take it, and discuss its results

Benefits of Job Satisfaction Studies

Serve as safety valve, or emotional release, for people to get things off their chests

Training needs can be identified

Help managers plan and monitor new programs, by getting feedback on proposed changes

Discussion Questions:

1. Explain, in your own words, why you feel that employee attitudes are important.

2. “A happy employee is a productive employee.” Discuss this statement.