empowerment1 (2).pptx

8/14/2019 Empowerment1 (2).pptx

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Empowerment

participation


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Concept Empowerment is a process of giving people more

responsibility for how they do their work. It is concerned

with involvement of people in decision-making.

Empowerment calls for making greater use of each

individuals contribution. According to Webster'sdictionary the word empowerment means to give the

means, ability or authority. In an organisational setting,

empowerment implies giving the employees means and

authority to do something.


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The famous example of empowerment is total quality

management (TQM) which is an employee driven

process of ensuring best quality products and services

for the satisfaction of customers. TQM empowers

employees at all levels to tap their full creativity,

motivation and commitment. The other practices which

empower the employees include suggestion system, job

enrichment, quality circle, self-managed team,participative leadership, etc.


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PurposeThe purpose of empowerment is to free

the employees from rigorous control and

give them freedom to take responsibility

for their own ideas and actions, to releasehidden resources which would otherwise

remain in- accessible. Employment offers

a way of treating people with respect anddignity.


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Empowerment not delegationEmpowerment should not be confused with

delegation. Delegation is granting authority by a

superior to a subordinate for a specific purpose

such as buying specific material from a

specified vendor. But empowerment has a wider

scope. The subordinate is empowered to select

the type of materials from the vendor he thinks

is the best.


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Types ofinvolvement/empowerment suggestion involvement-it represents a small shift

away from the control model. Employees are

encouraged to contribute ideas through formal

suggestion programmes or quality circles but their day-to-day work activities do not really change. They can

only offer suggestions, but the power to decide and

implement decisions rests with the management.


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Job involvement-in this type of empowerment, the jobs are

redesigned so that employees use a variety of skills.

Employees believe their tasks are significant, they have

considerable freedom in deciding how to do the work, they get

enough feedback about their performance and each handles awhole identified piece of work. However, despite the

heightened level of empowerment, the job involvement

approach does not cover strategic decisions concerning

organisational structure, power and allocation of rewards.

These remain a right of the top management.


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High involvement- high involvement organisations give their

lowest level employees a sense of involvement not just in how to

their jobs or how effectively their group performs, but in totalorganisationsperformance. Information on all aspects of business

performance is shared horizontally across the organisation as well

as up and down the structure. Employees develop extensive skills

in team-work, problem-solving and participate in management

decisions. High involvement organisations often use profit-sharing

and employee stock option plans(ESOP).


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Advantages of empowermentEveryone in the organisation is valued and

encouraged to make a personal contribution.

Individuals are constantly aware, not only ofwhat they are seeking to achieve, but also

why they are seeking to achieve it and how itfits with the corporate goals.

The culture is likely to be a co-operative andpurposeful rather than blame-oriented.

Individuals have a real willingness to takepersonal responsibility for their own success,the success of the team in which they workand the organisation as a whole.


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Approaches to empowerment Helping employees achieve job mastery-giving

training, coaching and guided experience that arerequired for initial success.

Allowing more control-giving employees discretion

over job performance and making them

accountable for the performance outcomes. Providing successful role models-allowing them to

observe peers who are performing successfully on

the job.

Using social reinforcement and persuasion-givingpraise encouragement, and verbal fedback to raise

confidence.

Giving emotional support-reduction of stress and

anxiety through better role prescription, task

assistance, and personal care.


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Empowering organisationEmpowerment allows and encourage people to takeresponsibility. The empowering organisation though being

flat, is broken into small semi-independent units tied to thecentre by a small number of control and support system.

Lorenz desribes his vision as:

Instead of series of levels with command and control

levels immediately below them, power and information onmany issues must be delegated, decentralised anddiffused.

Individual efforts within narrow department boundariesmust be replaced by cross-functional teams.

Instead of information being withheld at each successivelevel in hierarchy, it must shared through networking.

The new structure invariably means fewer managers, eachwith wider responsibilities.


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Participation The term employees participation in management is

interpreted in different ways by the managers, workers and

industrial relations expert. Some managers interpret it as

information sharing while others consider it as joint consultation

prior to decision-making. These views represent a very narrow

view of the term workers participation in management. Thatmeans workers treat participation as equivalent to co-decision in

the spheres of management of the enterprise.


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Characteristics of Participation It implies mental and emotional involvement rather than

physical activity.

It involves formal and industrial arrangement through

which employees can participate in the decision-making

process. Workers generally participate through their

representatives.

It is an extension of the political process to workplace.

As in democracy the employees have a right to choosethe management policies and decisions.


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Levels of Participation in decision-making Informative Participation -It refers to information-sharing

concerning balance sheet, production, economic conditionof the plant, etc. Here, the workers have no right of closescrutiny of the information provided.

Consultative Participation-Here, the joint council of

management and employees is consulted on such matters aswelfare programmes, and methods of work and safety.However, the final decision is always that of management,the control only works as an advisory body.

Associative Participation-Here, the role of joint council is

not purely advisory unlike consultative participation. Themanagement is under a moral obligation to accept andimplement the unanimous decisions of the joint council.


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Employees Representation on the oard ofDirectors This form is the highest level of workers participation in

management. Under this system, the workers are given theright to elect a certain number of their representatives fornomination on the board of directors of the organization. Thiscreates higher satisfaction of the workers and there is

maximum boosting up of the morale. The nominatedemployees representatives on the board of directors

participate in the deliberations of the board, put forthworkersviewpoint on various issues that interest them, and,therefore, make the workers a party to the various decisionsconcerning the establishment. However, this method has not

been very successful. The worker-directors cannot haveeffective power with outvoted on important issues. Tradeunions also do not favour this method because they fear thatthe worker-director may connive with the management.


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Co-partnership Under this method, workers of an enterprise contribute to its equity and,

thus, become co-owners of the company. Workers, as shareholders, mayalso get elected as directors from amongst themselves on the Board of

Directors. Under such circumstances, workers not only share the profits and

losses of the firm, but also share the management decisions. This develop a

sense of commitment and partnership among the employees. This method,

however, has not been found favourable by both the workers and the

managements. The workers are not in a position to contribute to the equitybecause of their low saving base. On the other hand, managements are, in

general, grudging to accept workers as co-partners.


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Management by Objectives MBO) Under managing by objectives, the subordinates are

given freedom to set goals/targets for themselves for agiven period. Each subordinate discusses his goals with

the superior and both lay down benchmarks for

measurement of results. MBO is an integral part of the

participative management style under Theory Ysuggested by Douglas McGregor.


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Quality Circles A quality circle is a group of five to ten employees that

meets regularly to solve problems affecting its work unit.

This group carries on continuously activities for the

improvement of quality within the workplace. Generally,

there are several quality circles in an organization. They

take over the responsibility for solving quality problems.They generate and evaluate their own feedback. But

management typically retains over the final decision

regarding implementation of recommended solutions.


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Quality Circle as a Technique ofParticipationThe basic philosophy of QC is to promote recognition of workers.Often people are neglected, this creates feeling of worthlessness

among the workers. The feeling can be vanished slowly byinstituting QCs. Thus, workers get opportunity to participate, toexpress their ideas and to let everyone know that they know their

jobs well. They get opportunity to discuss ideas with

management, feel proud to show their achievements and feel toask for solutions to their problems on the job. Thus, motivation,

participation and recognition are three major aspects of asuccessful QC programme.

Quality circle is a form of empowerment of employees. It offers the

advantages of participation such as the following:1. There is effective team-work in the circle.

2. Problem solving capacity of the circle member is increased.

3. Group members feel involved in their jobs and obtain jobsatisfaction


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1. There is increase in both quality and

productivity in the organization.

2. The group members develop

analytical skills required for

decision-making.3. The circle members enhance their

chances of promotion to higher

positions.


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Process of Participation most of the modern organizations have programs of

participation and empowerment of employees to gain

several outcomes or advantages such as greater

productivity, better quality, low costs, creative

employees and satisfied workforce. The participativeprograms include joint consultation, suggestion

schemes, co-partnership, quality circles, etc.

Participating employees are generally more satisfied

with work and their supervisors; and their self-efficiency

rises due to their why-found empowerment.


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Participative

Programs

Situation

Involvement

Mental

Emotional

Outcomes

Organization:

Higher OutputBetter Quality

Creativity

Innovation

Employees:

AcceptanceSelf-efficacy

Less stress

Satisfaction

Participation Process


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Mental and Emotional Involvement Effective participation implies mental and emotional

involvement. A personsentire self is involved, not just

ones skill. This involvement is psychological rather

than physical. A person who participates is ego-involved

instead of merely task-involved. Some managersmistake task involvement for true participation. A

manager may hold meetings, ask opinions, and so on,

but all the time it is perfectly clear to employees that

their manager is an autocratic boss who wants no ideas.

This is pseudo-participation, not real participation.

Employees fail to become ego-involved.


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THANKYOU

Sanjoli Singhal

Mayank Sharma

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