Professional Documents
Culture Documents
Employee Empowerment
Objectives
After reading the chapter and reviewing the materials presented the students will be able to: Understand employee empowerment. Give the rationale for empowerment. Implement empowerment. Recognize empowered employees. Go beyond empowerment to enlistment.
Inhibitors of Empowerment
1. Resistance from Employees and Unions: Resistance to change is natural. Even positive change can be uncomfortable for employees because it involves new and unfamiliar territory. If union leaders think it will diminish the need for their organization, they may throw up roadblocks. 2. Resistance from Management: Some reasons behind management resistance to empowerment are: insecurity (need to retain power over employees), personal values (employees should do what they are told), ego (I am the boss), insufficient and ineffective management training (cling to old approaches), personality characteristics of managers (task oriented rather than people oriented), and exclusion of managers (excluded managers may resist). 3. Workforce Readiness: Empowered employees who are not prepared for the responsibilities involved can be worse than not empowering them at all. Educate the employees before empowering them.
Brainstorming
Participants are encouraged to share any ideas that come to mind. All ideas suggested are recorded. After all ideas are recorded the evaluation process begins. Participants are asked to go through the list, weighing the relative merits of each. The process is repeated until the group narrows the choices to the specified number.
Quality Circles
A quality circle is a group of employees that meets regularly for the purpose of identifying, recommending, and making workplace improvements. A key difference between quality circles and brainstorming is that quality circle members are volunteers who convene themselves and conduct their own meetings. Quality circles meet regularly before, during, or after a shift to discuss their work, anticipate problems, propose workplace improvements, set goals, and make plans.
Summary
Involved employees are asked for their input, but are not given ownership of their jobs. Empowered employees are given ownership of the process they are responsible for and the products or services generated by those processes. The rationale for empowerment is that it represents the best way to bring the creativity and initiative of the best employees to bear on improving the companys competitiveness. Workforce Readiness: Empowered employees who are not prepared for the responsibilities involved can be worse than not empowering them at all. Educate the employees before empowering them. Everything management does to promote empowerment should have the goal of establishing a creative, open, nonthreatening environment in which involved, motivated, dedicated employees can flourish. A quality circle is a group of employees that meets regularly for the purpose of identifying, recommending, and making workplace improvements. MBWA (Management by Walking Around): Simply walking around the workplace and talking with employees can be an effective way to solicit input. Employee enlistment goes beyond empowerment in that it not only allows employees to own their jobs and to innovate but also expects them to do so.
Home Work
Answer Questions 1, 10, 13 on page 122. 1. Define the term empowerment, being sure to distinguish between involvement and empowerment. 10. What is a quality circle? 13. Distinguish between empowerment and enlistment.