EMPLOYEE EMPOWERMENT & EMPLOYEE WELFARE, HUMAN RESOURCE MANAGEMENT

1. 1. ADRIJA SAMANTA
2. AKHILESH MISHRA
XAVIER INSTITUTE OF
SOCIAL SERVICE ,RANCHI
HUMAN RESOURCE MANAGEMENT

2. TOPICS
CHAPTER 1: EMPLOYEE EMPOWERMENT
1. DEFINITION
2. CHARACTERISTICS OF EMPOWERMENT
3. MANAGERS’ RESPONSIBLITIES
4. CONDITIONS NECESSARY FOR EMPOWERMENT
5. CORE DIMENSIONS OF EMPOWERMENT
6. EMPOWERMENT PROCESS
7. FACILITATORS OF EMPOWERED TEAM
8. DIFFERENCE BETWEEN TRADITIONAL AND EMPOWERED
ORGANIZATION
9. MERITS AND DE-MERITS OF EMPLOYEE EMPOWEREMENT
10. FORMS OF EMPOWEREMENT
CHAPTER 2: EMPLOYEE WELFARE
1. DEFINITION
2. OBJECTIVE
3. PURPOSE
4. TYPES OF EMPLOYEE WELFARE
5. THEORIES OF EMPLOYEE WELFARE
6. TYPES OF WELFARE FACILITIES
7. WELAFRE ACTIVITIES BY GOVERNMENT
8. AGENCIES OF EMPLOYEE WELFARE
9. QUALITY OF WORKING LIFE

3. EMPOWERMENT
 A primary goal of employee empowerment is to give workers
a greater voice in decisions about work-related matters.
 Their decision-making authority can range from offering
suggestions to exercising veto power over management
decisions.
 Possible areas include: how jobs are to be performed,
working conditions, company policies, work hours, peer
review, and how supervisors are evaluated.
 “Empowerment means encouraging and allowing
individuals to take personal responsibility for
improving the way they do their jobs and contribute to
the organization’s goals.”
-Richard Carver

6. CHARACTERISTICS OF
EMPOWERMENT
• Employees feel empowered and respected
• Process of personal development
• Different from delegation of authority
• Employees are trusted and valued
• Open and responsive culture
• Employee assumes managerial and staff responsibility
• Empowering not means someone else to loose it.

7. MANAGERS’
RESPONSIBILITIES
1. Actions must speak louder than words
2. Trust people
3. Give challenging work
4. Seek answers from employees
5. Allow employees to play a bigger role

8. 1. Participation: workers must be encouraged to take the
initiative.
2. Innovation: management must encourage employees to try out
new ideas and make decisions
3. Information: employees must have free access to information
and resources that they need to nurture their talents.
4. Accountability: empowered employees should be held
accountable for results is to see that they are giving their best
efforts.
CONDITIONS

9. CORE DIMENSIONS

10. SELF- EFFICACY
• A sense of personal competence
• Belief that I have the ability to perform the task
• Belief that I am capable of putting forth the effort
• Belief that no outside obstacles will prevent me from
accomplishing the task

11. SELF-DETERMINATION
 To be self determined means to experience a sense of
choice in initiating and regulating one’s own actions
 A sense of personal choice
 Choices about the effort to be expended
 Choices about the pace of the work

12. PERSONAL CONSEQUENCES
 Sense of having impact
 Impact is the degree to which an individual can
influence strategic, administrative, or operating
outcomes at work
 Feeling of active control-brings the environment into
alignment with wishes
 Feeling of passive control- wishes are brought onto
alignment with the environment

13. TRUST
 Sense of security
 Feeling that I shall be treated fairly and equitably
 Encourage the development of relationship
 Allows people to act in a confident and straight forward
manner

14. MEANINGFULNESS
 Sense of value in the activity
 Value the purpose or goals of the activity
 Creates a sense of purpose , passion or mission

15. EMPOWERMENT
PROCESS

16. FACILITATORS OF
EMPOWERED TEAM
ORGANIZATIONAL
VALUES/
LEADERSHIP ACTION
HUMAN RESOURCES
SYSTEMS (EG:
REWARDS, TRAINING)
ORGANIZATION
STRUCTURE JOB
DESIGN
EMPOWERMENT
CONTINUOUS IMPROVEMENT ACTIONS
•COMPETITIVE QUALITY
•PRODUCTIVITY
•CUSTOMER SERVICE

17. ELEMENTELEMENT TRADITIONALTRADITIONAL
ORGANIZATIONORGANIZATION
SELF-DIRECTEDSELF-DIRECTED
TEAMSTEAMS
Organizational structure layered/individual Flat/team
Job design Narrow, single-task Whole, process/multiple task
Managerial role Direct/control Control/facilitate
Leadership Top-down Shared with team
Information flow CONTROLLED/LIMITED Open/shared
Rewards Individual/ seniority Team-based/skill-based
Job process Managers plan, control,
improve
Teams plan, control, improve
DIFFERENCESDIFFERENCES

18. PROSPROS CONSCONS
•Job satisfaction
•Increased productivity and reduces
the costs.
•Creativity and innovation
•Efficiency in employees
•Focus on quality
•More entrepreneurial and start
taking more risks.
•Egotism / arrogance
•Security
•Risk
•Industrial Democracy
PROS AND CONSPROS AND CONS

19. FORMS OF
PARTICIPATIONS
The term ‘worker participation’ in management is generally
interpreted in 4 different ways:
i. It is a way of sharing information with workers.
ii. It is joint consultation prior to decision-making.
iii. Mere sharing of information and influencing
decisions through discussions in a limited way will
not enhance the status of workers.
iv. Workers’ participation may involve workers in all
strategic, policy and operational issues.

20. 1. THE BOARD LEVEL
The board of directors is the apex body in the administration of a
corporate establishment. The representative on the board would usher
in industrial democracy, ensure improved employer-employee relations
and guarantee better productivity.
2. JOINT COUNCILS AND COMMITTEE
The functions of these bodies may range from decision making on
some issues to merely advising the management as consultative
bodies.
3. JOB ENLARGEMENT AND JOB ENRICHMENT
The purpose of job enlargement and job enrichment is to relieve the
boredom of the worker which flows from excessive specialization in
mass-production industries so that the job itself may be a source of
self-satisfaction.

21. 4. QUALITY CIRCLES
They tend to be small groups of employees who meet on a regular
basis. Often they are free to set their own agenda and discuss any
aspect of the organization's activities that interests them, but generally
they focus on matters concerning productivity, performance and
product/service quality.
Objective of quality circles:
1. To improve quality/service product
2. To meet the psychological needs of workers
3. To utilize human talents, skills and knowledge relating to a
work area
4. To improve the quality of working life
5. To promote better understanding and thereby create cordial
industrial relations

22. How Do Quality Circles Work ?
1. IDENTIFY PROLEMS
2. ANALYSE PROBLEMS
3. RECOMMEND SOLUTIONS

23. 5. TOTAL QUALITY MANAGEMENT
TQM refers to the deep commitment of an organization to quality.
Quality of products and services is an obsession and every step in the
company’s processes is subjected to intense and regular scrutiny for
ways to improve it. It is a formal program which involves direct
participation by all employees.
The new principles of TQM are:
i. Meet the customer’s requirement on time
ii. Strive to do error free work
iii.Manage by prevention, not by correction
iv. Measure the cost of quality

24. 6. TEAM WORKING
Dividing the workforce into semi-independent teams and allowing
them to manage.
7. FINANCIAL PARTICIPATION
The general purpose of financial participation is to enhance employee
commitment to the organization by linking the performance of the firm
to that of the employee.

25. EMPLOYEE WELFAREEMPLOYEE WELFARE
 Employee or labor welfare is a comprehensive term including
various services, benefits, and facilities offered to employees
by the employer.
 According to the Royal Commission on Labor
Labor welfare is a term which must necessarily be elastic,
bearing a somewhat different interpretation in one country from
another, according to different social customs, the degree of
industrialization and educational level of workers.

26. OBJECTIVESOBJECTIVES
 Improvement and Development of employees.
 High standards of work, apart from other labor legislations.
 Improvement in Quality of work life (QWL)
 Improve the Industrial system, and conditions of work.
 Enhance sense of belonging, responsibility and dignity
among the employees.

27. PURPOSEPURPOSE
• Enables workers to have a richer and more satisfying life.
• Raises the standard of living of the workers by indirectly reducing
the burden on their pocket. Welfare measures will improve the
physical and psychological health of employees, which in turn,
will enhance their efficiency and productivity.
• Absorbs the shocks injected by industrialization and urbanization
on workers.
• Promotes a sense of belongingness among workers, preventing
them from resorting to unhealthy practices like absenteeism,
labor turnover, strike etc.
• Prevents social evils like drinking, gambling etc. , by improving
the material, social and cultural conditions of work.

28. EMPLOYEE WELFARE
SCHEMES
The employee welfare schemes can be classified into two categories
1. STATUTORY SCHEMES are those schemes that are compulsory to
provide by an organization as compliance to the laws governing
employee health and safety. These include provisions provided in
industrial acts like Factories Act 1948, Mines Act 1962.
Examples: Drinking Water, Facilities for sitting, First aid appliances,
Latrines and Urinals, Canteen facilities etc..
2. NON STATUTORY SCHEMES differ from organization to organization
and from industry to industry.
Examples: Personal Health Care , Flexi-time, Harassment Policy,
Maternity leaves etc..

29. THEORIES OF EMPLOYEE
WELFARE
1. THE POLICY WELFARE
- Labor exploitation
2. THE RELIGIOUS THEORY
- Investment aspect
3. THE PHILANTHROPIC
THEORY
- Affection for mankind
- Good working conditions
4. THE TRUSTEESHIP
THEORY
- also known as
PATERNALISTIC THEORY
5. PLACATING THEORY
- Welfare activities will please
workers and will make them
work well
6. THE PUBLIC RELATION
THEORY
- Welfare activities to create
good impression on the minds of
the public
7. THE FUNCTIONAL THEORY
- Welfare activities provided
to make workers more efficient

30. TYPES OF WELFARE
FACILITIES
INTRA-MURAL ACTIVITIES EXTRA- MURAL ACTIVITIES
Drinking Water Health and medical benefits.
Toilets/ Spittoons. Maternity benefits
Washing facilities. Insurance
Occupational Safety. Recreational facilities
Day-care centre. Educational benefits

31. WELFARE ACTIVITIES BYWELFARE ACTIVITIES BY
THE GOVERNMENTTHE GOVERNMENT
1. The factories act, 1948
2. The plantation labor act, 1951
3. The mines act, 1951
4. The contract labor act, 1970
5. Labor welfare officer- schedule 49 of Factories Act

32. AGENCIES OF EMPLOYEEAGENCIES OF EMPLOYEE
WELFAREWELFARE
1. Central government
2. State government
3. Employers
4. Trade unions
5. Other agencies

33. QUALITY OF WORKING LIFEQUALITY OF WORKING LIFE
(QWL)(QWL)
 QWL is a prescriptive concept, it attempts to design work
environments so as to maximize concern for human welfare.
 It is a goal as well as a process. The goal is the creation of
more involving , satisfying and effective jobs and work
environment for people at all levels of the organization. As a
process, QWL involves efforts to realize this goal through
active participation.

34. MAJOR ISSUESMAJOR ISSUES
1. Pay
2. Benefits
3. Job security
4. Alternative work schedules
5. Occupational stress
6. Worker participation
7. Social integration
8. Work and total life space