Employee empowerment
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A study on Employee empowerment and its various factors in Human resource management

A study on Employee empowerment and its various factors in Human resource management

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Employee empowerment Employee empowerment Presentation Transcript

  • Agenda • • • • • • • • • Leadership Employee Empowerment Rationale behind empowerment Leader’s role in empowerment Inhibitors Implementation Empowerment traps Challenges Lessons on Empowerment from selected Leaders
  • Four Quadrants of Leadership C A Low Adaptive Leadership Visionary Leadership High K N O W L E D G E D B Authoritative Leadership Low Collaborative Leadership APPLICATION High
  • 6 5 K N O W L E D G E 4 D C 3 Increasing Staff Leadership 2 1 B A 1 2 3 APPLICATION 4 5
  • Employee Empowerment • Theory X style of leadership  * Management assumes employees are inherently lazy and will avoid work if they can  * Believed that workers need to be supervised • Theory Y style of leadership  * Assumes employees be ambitious and selfmotivated and exercise self-control  * Communicates openly with subordinates  * Minimizes the difference between superiorsubordinate relationships  * Creates a comfortable environment in which subordinates can develop and use their abilities
  • Employee Empowerment • Controlled transfer of authority to make decisions and take action • Process of giving front-line employees the authority to make decisions  power-sharing, trust, team-building • “It's not about having power over other people. It's about empowering people to step up and lead.” William George (Former Chairman and CEO of Medtronic)
  • Rationale behind Empowerment • Promotes creative thinking • Increased employee contribution • Increased respect among employees secondary to teamwork • Increased power equals lower absenteeism and better productivity • Employees have more satisfying work
  • Rationale behind Empowerment (Contd..) • An increased depth of competence among employees secondary to cross-training • Less conflict with administration and managers • Employees are more likely to agree with changes if they participate in decision making • Better ideas, better decisions, better quality, better productivity and therefore better competitiveness
  • Leader’s role in Empowerment Leadership, Commitment, Facilitation • Model the Way  Clarify your personal values  Do what you say attitude • Inspire a shared vision  Desire to make something happen  To change • Challenge the Process  Search for Opportunities  “It is hard to fail, but it is worse never to have tried to succeed” - Theodore Roosevelt
  • Leader’s role in Empowerment (Contd..) • Enable others to Act  Foster Collaboration  Build Trust • Encourage the Heart  Recognize Contributions  Never forget to praise  Celebrate the values and victories • Be a facilitator  Exhibit a supportive attitude  Take quick action on recommendation
  • Inhibitors of empowerment • Resistance from employees and unions  Skepticism and inertia to change • Resistance from management  Insecurity  Ego  Management training • Lack of workforce readiness  Employees is not prepared to take the responsibilities • Organizational structure and management practices  Number of layers of management between workers and decision-makers  Encouragement of employees to speak out against policies and procedures that inhibit quality and productivity
  • Implementation of Empowerment • Four broad steps  Create a supportive environment  Target and overcome inhibitors  Put vehicles in place • • • • Brainstorming Nominal Group Technique Quality circles Walking and talking (MBWA)  Assess, adjust and improve
  • Empowered Organisations Can Beat the Competition to Success • Results of Empowerment Results in increased initiative, involvement, enthusiasm & innovation. Caters to an important human need - the need for recognition and self actualization. Creates “mini managers” who are self directed across all levels of the business. • Empower and Relieve yourself Changes the managers’ mind-set & leaves them more time for company-wide improvements. Leader has more time and thinking time to engage in overall visionary strategizing Helps organizations a better and stronger growth potential
  • Challenges • Increased Risk • Slow Decision making • Mid-managers and supervisors consideration of loss of authority • Slow process needing patience • Assuming employees have the skill to be empowered • Failing to define empowerment for middle managers and supervisors
  • Lessons on Empowerment from Selected Leaders 1. Fred Smith (CEO, FedEx) • He empowers his employees by periodically survey them about their managers. • He monitors, measures & reinforces the concept using the famous FedEx survey. • This empowers employees for self-leadership.
  • Lessons on Empowerment from Selected Leaders 2. Steve Jobs (Founder & Ex-CEO, Apple) • He believed that employees are the real creators of value in any organization. • He empowered employees to innovate & solve problems. • He said: “You have to be run by ideas, not hierarchy. The best idea must win, not the ‘best person’ with the most power or seniority.” • This value has helped the company to produce one groundbreaking, beautiful product after another.
  • Lessons on Empowerment from Selected Leaders 3. Vineet Nayar (ex-CEO, HCL) • His company’s motto, “Employee first, customer second” • He invites employees to evaluate their bosses and their bosses’ bosses; posts his own review on the firm’s intranet for all to see. • He believes that organization should be inverted, where the top is accountable to the bottom, and CEO’s office should become irrelevant.
  • Lessons on Empowerment from Selected Leaders 4. Ulysses S. Grant (War General) • He felt empowerment begins with knowledge. • It is important for every employee to understand the organization’s mission & the important role they play in carrying it out. • This will empower them to think for themselves, not to act like robots & outperform competitors who don’t do it.
  • THANK YOU Presented By: Jayaprakash Jain (11BM60033) Ashish Khattry (11BM60084) Ranjeet Kumar Singh (11BM60068) Yash Mehta (11BM60116)