i was searching this site for something related to empowerment
its strange...i got nothing
well..this is wt i know on empowerment
empowerment is a process of removing the hindrances from the path of the employees tht prevent thm frm makin the right decision on their own
that was the text book defination
wt it means in simple words is to give ur employees the power and authority to make decisions .
even sensitive decisions regarding finance
GE is known for this..i read tht it has only 3 levels in thier organisation.which according to me is pretty amazing
the point of starting this discussion - Is it followed in your organization
any comments on the advantages and disadvantages
hmm the adavantages must be
1 employee feels important
2 motivation
3 higher productivity
4 loyalty
and some others tht i cant think of right now.
Disadvantage could be
1 risk
2 the amount of power
wt are ur views on empowerment
absolute power corrupts absolutely
but wen it comes to HRM, i guess power is absolutely essential
From India, Mumbai
12its strange...i got nothing
well..this is wt i know on empowerment
empowerment is a process of removing the hindrances from the path of the employees tht prevent thm frm makin the right decision on their own
that was the text book defination
wt it means in simple words is to give ur employees the power and authority to make decisions .
even sensitive decisions regarding finance
GE is known for this..i read tht it has only 3 levels in thier organisation.which according to me is pretty amazing
the point of starting this discussion - Is it followed in your organization
any comments on the advantages and disadvantages
hmm the adavantages must be
1 employee feels important
2 motivation
3 higher productivity
4 loyalty
and some others tht i cant think of right now.
Disadvantage could be
1 risk
2 the amount of power
wt are ur views on empowerment
absolute power corrupts absolutely
but wen it comes to HRM, i guess power is absolutely essential
From India, Mumbai
hi sunayna,
Empowerment can be synonymous to delegation of power. Empowering the employees does have advantages both for the company as well as for the employee.
according to me, the advantages could be: (from employee point of view)
1. Motivation
2. increased sense of belongingness towards the company
3. feels more responsible
4. sincerity towards decision making
5. enhanced leadership qualities
6. career development
7. personal development
advantages: (from company's point of view)
1. increased performance leading to increase in productivity
2. lesser employee turnover
3. better views on strategic decisions
4. increased control
5. better face of organisational culture.
6. motivated employees
7. employee satisfaction
now. i think the disadvantages you stated are also there and a few more could be;
1. risk of undue use of powers
2. employees may feel jealous of others
well, right now , only these points i could recall.
rest i will give as soon as i get.
regarding my organisation, yes it gives some sort of empowerment to its employees.
dips
From India, Delhi
Empowerment can be synonymous to delegation of power. Empowering the employees does have advantages both for the company as well as for the employee.
according to me, the advantages could be: (from employee point of view)
1. Motivation
2. increased sense of belongingness towards the company
3. feels more responsible
4. sincerity towards decision making
5. enhanced leadership qualities
6. career development
7. personal development
advantages: (from company's point of view)
1. increased performance leading to increase in productivity
2. lesser employee turnover
3. better views on strategic decisions
4. increased control
5. better face of organisational culture.
6. motivated employees
7. employee satisfaction
now. i think the disadvantages you stated are also there and a few more could be;
1. risk of undue use of powers
2. employees may feel jealous of others
well, right now , only these points i could recall.
rest i will give as soon as i get.
regarding my organisation, yes it gives some sort of empowerment to its employees.
dips
From India, Delhi
Namaskar Sunayna,
This is again a very great topic. In certain other thread i had mentioned that I am running a course on "stress, healthy coping and constructive empowerment". May be you have forgotten. Afresh, Do you not find it necessary to differentiate constructive empowerment from empowerment?
Of course, when you are saying empowerment, in the back of your mind the idea is constructive empowerment ,I think.
regards
From India, Delhi
This is again a very great topic. In certain other thread i had mentioned that I am running a course on "stress, healthy coping and constructive empowerment". May be you have forgotten. Afresh, Do you not find it necessary to differentiate constructive empowerment from empowerment?
Of course, when you are saying empowerment, in the back of your mind the idea is constructive empowerment ,I think.
regards
From India, Delhi
Empowerment is a by-product of job enrichment. Empowering means passing on authority and responsibility. Empowerment occurs when power goes to employees who, then experience a sense of ownership and control over their jobs. Job enrichment demands delegation of accountability and hence the need for Empowerment.
Empowerment is what young job aspirants are looking for in organizations. More than monetary rewards, it is the feeling that employee ‘owns’ the job that motivates him.
Empowerment may be understood as –
“a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information.”
Empowerment consists of 5 stages –
1)Identifying the conditions in the organization that leads to a feeling of powerlessness amongst employees.
2)Diagnosis – by introducing empowerment strategies and techniques. Use of participative management and job enrichment techniques are examples.
3)Remove the feeling of powerlessness and provide self-efficacy information. Self efficacy describes a belief in one’s effectiveness. Individuals with high self-efficacy tend to be confident, self assured and likely to be more successful in the activities they undertake.
4)Feeling of empowerment is generated among employees. Increasing self-efficacy increases effort and thereby performance.
5)This increased self-efficacy thereby includes increased activity directed towards task accomplishment. Therefore empowerment results in performance.
Empowered employees know that their jobs belong to them. As they are given a say on how things can be done, they feel responsible, they show more initiative in their work, get more done and at the same time enjoy their work.
Empowerment is supported by a combination of factors including values, leadership, job structure and rewards. Empowerment demands team formation.
The following tips may be useful in empowering employees –
1)Delegate responsibility and alongwith it – authority.
2)Replace the role of managerial ‘parent’ role with that of ‘partner’ role.
3)Have tolerance for mistakes committed by subordinates. Demonstrate this tolerance through deeds and words.
4)Share information with subordinates. Empowered employees need sufficient information to get full perspective.
5)Allow teams to form. Teams are the best vehicles to empowerment.
6)Performance feedback is always important. Feedback enhances learning and can provide needed assurance that the job is being mastered.
However, empowerment needs to be implemented with caution. Some employees feel that they can only be led and they cannot lead, empowerment has therefore no appeal to such employees. Also, where employees suffer from inflated egos and are highly self-centered, empowerment does not work. In instances where an employee looks for a secured and a not-so-challenging job, empowerment fails.
Despite these shortcomings, employee empowerment is indeed highly effective as it enhances employee morale thereby yielding better productivity. In India, empowerment is catching on among Indian Managers.
Regards,
Raksha
From India, Mumbai
Empowerment is what young job aspirants are looking for in organizations. More than monetary rewards, it is the feeling that employee ‘owns’ the job that motivates him.
Empowerment may be understood as –
“a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information.”
Empowerment consists of 5 stages –
1)Identifying the conditions in the organization that leads to a feeling of powerlessness amongst employees.
2)Diagnosis – by introducing empowerment strategies and techniques. Use of participative management and job enrichment techniques are examples.
3)Remove the feeling of powerlessness and provide self-efficacy information. Self efficacy describes a belief in one’s effectiveness. Individuals with high self-efficacy tend to be confident, self assured and likely to be more successful in the activities they undertake.
4)Feeling of empowerment is generated among employees. Increasing self-efficacy increases effort and thereby performance.
5)This increased self-efficacy thereby includes increased activity directed towards task accomplishment. Therefore empowerment results in performance.
Empowered employees know that their jobs belong to them. As they are given a say on how things can be done, they feel responsible, they show more initiative in their work, get more done and at the same time enjoy their work.
Empowerment is supported by a combination of factors including values, leadership, job structure and rewards. Empowerment demands team formation.
The following tips may be useful in empowering employees –
1)Delegate responsibility and alongwith it – authority.
2)Replace the role of managerial ‘parent’ role with that of ‘partner’ role.
3)Have tolerance for mistakes committed by subordinates. Demonstrate this tolerance through deeds and words.
4)Share information with subordinates. Empowered employees need sufficient information to get full perspective.
5)Allow teams to form. Teams are the best vehicles to empowerment.
6)Performance feedback is always important. Feedback enhances learning and can provide needed assurance that the job is being mastered.
However, empowerment needs to be implemented with caution. Some employees feel that they can only be led and they cannot lead, empowerment has therefore no appeal to such employees. Also, where employees suffer from inflated egos and are highly self-centered, empowerment does not work. In instances where an employee looks for a secured and a not-so-challenging job, empowerment fails.
Despite these shortcomings, employee empowerment is indeed highly effective as it enhances employee morale thereby yielding better productivity. In India, empowerment is catching on among Indian Managers.
Regards,
Raksha
From India, Mumbai
Hi Sunayna,
On the most heard and widely misused word 'empowerment'...............
We hear the buzzwords, "Empowering Employees" yet do we really know how to do that. Is it pointing them to resources and letting them go? In some cases, it is. Each case is unique. The truth is that there is a wide spectrum, and we need to know our employees, ourselves, and the project well enough to know where on the spectrum is appropriate.
Let's test management skills in a quick quiz? You are the manager of a new project leader. He has been a data analyst for 4 years. He will be overseeing the work of 2 people on his team, and 5 contributors from other departments.
In which scenario do you think the new project manager will be more successful?
A.) You give him clear instructions, with a follow-up email documenting the work to complete and the deadline. You allow him the freedom to handle it and check back with him in two weeks when it is due.
B.) You give him instructions, and check with him every morning and afternoon. You talk to his staff, and the other contributors to make sure they received the appropriate instructions. You stay late several nights to help oversee the project, even when your new manager cannot.
Did you select A? B?
Both are incorrect. In scenario A, you are not involved at all. You are not communicating, measuring or anything to be sure this very green project leader is on track. If he fails, you are to blame for providing no guidance.
In scenario B, you are not demonstrating confidence in your new project leader. You are undermining his authority by checking up on his staff and others involved. He may have become frustrated by your lack of trust. Maybe that is why he is not staying late to manage the overtime staff. You are also not holding him accountable. You are stepping in to do the work, instead of providing guidance. He is new and may not feel confident. This treatment probably compounded those feelings.
For your employee to be successful, you must empower him. Here comes the word again - empower
Confidence
Before you place the employee in the position, be sure you have confidence that he has the right skills, knowledge and resources to do the job. Make sure you have expressed that to the employee.
Clear Expectations
Set clear expectations so the employee knows exactly what to do and what the department goals are. Delegate authority so the employee can make decisions within that authority.
Communication
Ongoing communication is vital so you and the employee are always in sync. Communicate work goals and department process. Share awareness of problems or changes. Alert each other of company and industry news that affects the department and upcoming projects or potential sales.
Commitment and Support
You are committed to the employee's success, and everyone knows it. You guide the employee without micromanaging or doing the job for him. Do not check up on the employee by interviewing their staff or taking their complaints as valid. Just as you want your employees to work through proper channels and not go over your head, it goes the same way in the other direction.
Measuring
You establish metrics in advance, so it is clear what the department and company standards are. It is easy to objectively determine if goals are met.
Accountability
You hold the employee accountable. If the target is not met or work is not satisfactory, he is responsible. You are there for advice, perspective, and guidance, but the employee manages the solution. You do not step in and clean it up. If he is accountable for the solution process, he learns from the problem or error.
The degree of communication, and hands on support will vary depending on the employee's position, skills, experience level, and tenure. However, the principles of empowerment are the same at all levels. As the employee develops and achieves successes, you can give the employee a little more freedom to soar. Because you are communicating and measuring against standards, you'll know if you need to get more involved.
Does it help?????
From India, Madras
On the most heard and widely misused word 'empowerment'...............
We hear the buzzwords, "Empowering Employees" yet do we really know how to do that. Is it pointing them to resources and letting them go? In some cases, it is. Each case is unique. The truth is that there is a wide spectrum, and we need to know our employees, ourselves, and the project well enough to know where on the spectrum is appropriate.
Let's test management skills in a quick quiz? You are the manager of a new project leader. He has been a data analyst for 4 years. He will be overseeing the work of 2 people on his team, and 5 contributors from other departments.
In which scenario do you think the new project manager will be more successful?
A.) You give him clear instructions, with a follow-up email documenting the work to complete and the deadline. You allow him the freedom to handle it and check back with him in two weeks when it is due.
B.) You give him instructions, and check with him every morning and afternoon. You talk to his staff, and the other contributors to make sure they received the appropriate instructions. You stay late several nights to help oversee the project, even when your new manager cannot.
Did you select A? B?
Both are incorrect. In scenario A, you are not involved at all. You are not communicating, measuring or anything to be sure this very green project leader is on track. If he fails, you are to blame for providing no guidance.
In scenario B, you are not demonstrating confidence in your new project leader. You are undermining his authority by checking up on his staff and others involved. He may have become frustrated by your lack of trust. Maybe that is why he is not staying late to manage the overtime staff. You are also not holding him accountable. You are stepping in to do the work, instead of providing guidance. He is new and may not feel confident. This treatment probably compounded those feelings.
For your employee to be successful, you must empower him. Here comes the word again - empower
Confidence
Before you place the employee in the position, be sure you have confidence that he has the right skills, knowledge and resources to do the job. Make sure you have expressed that to the employee.
Clear Expectations
Set clear expectations so the employee knows exactly what to do and what the department goals are. Delegate authority so the employee can make decisions within that authority.
Communication
Ongoing communication is vital so you and the employee are always in sync. Communicate work goals and department process. Share awareness of problems or changes. Alert each other of company and industry news that affects the department and upcoming projects or potential sales.
Commitment and Support
You are committed to the employee's success, and everyone knows it. You guide the employee without micromanaging or doing the job for him. Do not check up on the employee by interviewing their staff or taking their complaints as valid. Just as you want your employees to work through proper channels and not go over your head, it goes the same way in the other direction.
Measuring
You establish metrics in advance, so it is clear what the department and company standards are. It is easy to objectively determine if goals are met.
Accountability
You hold the employee accountable. If the target is not met or work is not satisfactory, he is responsible. You are there for advice, perspective, and guidance, but the employee manages the solution. You do not step in and clean it up. If he is accountable for the solution process, he learns from the problem or error.
The degree of communication, and hands on support will vary depending on the employee's position, skills, experience level, and tenure. However, the principles of empowerment are the same at all levels. As the employee develops and achieves successes, you can give the employee a little more freedom to soar. Because you are communicating and measuring against standards, you'll know if you need to get more involved.
Does it help?????
From India, Madras
Hello,
Empowerment is not an easy thing to do. One thing I know is that a leader is responsible to empower. You have to believe that it will work. For now I would like to suggest reading an excellent book. It focuses on empowerment and shares real life experiences. Title: "Filght of the Buffalo" by: James A. Belasco and Ralph C. Stayer. Wish you the best as you read this.
From: Bud
Empowerment is not an easy thing to do. One thing I know is that a leader is responsible to empower. You have to believe that it will work. For now I would like to suggest reading an excellent book. It focuses on empowerment and shares real life experiences. Title: "Filght of the Buffalo" by: James A. Belasco and Ralph C. Stayer. Wish you the best as you read this.
From: Bud
To Empower is a verb. If you see it that way, the answer will be evident devoid of any mist!
Basically empowerment is enabling!
The tools to empower are "delegation", "assignments", "officiating" etc.
The process of empowerment (enabling) starts with "TRAINING" to enhance capability or competence of an employee in line with employee growth plans and in tune with organizational needs. Training can use many routes/methods.
To empower, therefore, is to enable before bestowing "accountability" for any specific results.
samvedan
From India, Pune
Basically empowerment is enabling!
The tools to empower are "delegation", "assignments", "officiating" etc.
The process of empowerment (enabling) starts with "TRAINING" to enhance capability or competence of an employee in line with employee growth plans and in tune with organizational needs. Training can use many routes/methods.
To empower, therefore, is to enable before bestowing "accountability" for any specific results.
samvedan
From India, Pune
Hi Reinhard, Thanks for the inputs. I agree that it IS the leader who has to empower. He has GOT to have confidence and trust in his people. I would love to read the book you suggested. Thanks Bala
From India, Madras
From India, Madras
I am really very happy to see so many posts. In fact, I have already said that this is a great topic. So let us handle it with care at various level of the connotation:
1.Power,
2.Empower,
3.Empowerment and
4.Constructive empowerment.
And we must arrive at feasible practical application of the conclusions.
regards
From India, Delhi
1.Power,
2.Empower,
3.Empowerment and
4.Constructive empowerment.
And we must arrive at feasible practical application of the conclusions.
regards
From India, Delhi
sorry for the late acknowledgements....got busy with coll and tests
i am really really glad to read soo much... some of it is not even mentioned in our text.
this was very insightful...
now...my questions (well....questions prove tht i hav read :P )
Dr. JM, wts the diff between constructive emp and empowerment?
and wldnt everyone agree that empowerment - if i have to put it in a word...wld be "trust"
and dont u think tht takes a lot of time in building?
and jus somethin i thought abt...ther r some employees who dont like being the leader and taking initiatives...they like to be told....and guided...what about such employees?
hi raksha, do u have any more indo or some stats supporting " empowerment is catching on among Indian Managers"?
hi Reinhard, hope i get time to read this book.
could i get some case studies regarding empowerment?
From India, Mumbai
i am really really glad to read soo much... some of it is not even mentioned in our text.
this was very insightful...
now...my questions (well....questions prove tht i hav read :P )
Dr. JM, wts the diff between constructive emp and empowerment?
and wldnt everyone agree that empowerment - if i have to put it in a word...wld be "trust"
and dont u think tht takes a lot of time in building?
and jus somethin i thought abt...ther r some employees who dont like being the leader and taking initiatives...they like to be told....and guided...what about such employees?
hi raksha, do u have any more indo or some stats supporting " empowerment is catching on among Indian Managers"?
hi Reinhard, hope i get time to read this book.
could i get some case studies regarding empowerment?
From India, Mumbai
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