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AMT AIMA Bagali MM HRD HRM Empowerment [Compatibility Mode]


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AMT AIMA Bagali MM HRD HRM Empowerment [Compatibility Mode]

AMT AIMA Bagali MM HRD HRM Empowerment [Compatibility Mode]

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  • 1. Dr. M M Bagali, PhD (HRD & OB area) (PhD Management) Assistant Professor Management & Human Resources, KLE Institute of Management Studies & Research, Research Center Incharge, Centre for Advanced Studies in HR and OB, (a center for creating future people work for you) “Santrupti” H.No.17/2374, 8 cross, Kalyanagar, Dharwad 580 007, Karnataka State @ sanbag@rediffmail.com2/28/2012 1
  • 2. What Makes Top Performing Companies Different If an organization aspires for fundamental changes, it must change the fundamentals2/28/2012 2
  • 3. Demystifying Empowered Employees : Renaissance HR Strategies Accredited Management Teachers - AIMA 11 March 2 0 0 4 12 New Delhi (part of PhD work in Management)2/28/2012 3
  • 4. A Taught What is this paradigm shift towards empowerment? When we talk about empowerment, what do we mean by it? How different is empowerment from other organizational practices? How do we empower?2/28/2012 4
  • 5. Empowerment Empowerment involves a creative act that frees a person, a group, an organization and even a total system to behave in new ways It Liberates Gives up control Distributes power Allows freedom Makes One Accountable and Responsible2/28/2012 5
  • 6. As Oxford Dictionary says to empower is “to authorize, to enable”.2/28/2012 6
  • 7. Rosabeth Moss Kanter “giving power to people who operate at an advantage towards organization success” Professor at Harvard Business School and a pioneer in Organizational Empowerment2/28/2012 7
  • 8. David Bowen and Edward Lawler Associate Professor of Management, Arizona State University and Director, Centre for Effective Organization, University of Southern California, Empowerment in terms of four organizational ingredients: Information about the organizational performance; Rewards based on organizational performance; Knowledge that enables employees to understand and contribute to organizational performance, and Power to make decisions that influence organizational performance2/28/2012 8
  • 9. Uday Pareek “a sense of autonomy for oneself and creating an autonomy for others” He feels that, it is liberating one to perform at the advantage of corporate and liberating oneself to work towards organizational endure2/28/2012 9
  • 10. Finally empowerment . . . . . is system / practice / strategy where one is made free to work the way one wants. It is to make one liberate (Psychological) in all organizational practices and help each to lead the ‘work-life’ one wants. It is the process of giving employees at every level of the organization the power, the freedom and the responsibility to control their own work, to make decisions and take actions towards organization objectives2/28/2012 10
  • 11. The vital questions on empowerment Can everyone be empowered in the organization? Can everyone be empowered at the same time? Will all employees react similarly to attempts of empowerment? Are empowered organization unique? How much to empower? and What are the stages in empowerment?2/28/2012 11
  • 12. Characteristic of Empowered Organization HPWS – High Performance Work Systems flat and lean organizational hierarchy autonomous work teams open interactions high belief and trust in people’s action enhancement of leadership at all level climate of collaboration and web relationships2/28/2012 12
  • 13. Cont atmosphere of openness creating strategic vision from the bottom-up valuing autonomy high level of job satisfaction systems each is an independent decision maker individual employees enjoying full autonomy a sense of ownership2/28/2012 13
  • 14. Cont: Transparent ethos No Secrecy and confidentiality Open lines of communication Freedom to decide Uncompromising employee integrity Self directed workforce Borderless relationships / No boundaries2/28/2012 No nit-picking work rules 14
  • 15. Characteristics of Empowered workforce ♣ The commitment is Unquestioned ♣ Each is proactive problem solver ♣ Complete trust and faith in others action ♣ Genuine liking for people ♣ Transparent behavior ♣ Open lines of communication ♣ Positive thinking and attitudes ♣ Concern for quality and continuous improvement2/28/2012 15
  • 16. Cont: ♣Feeling good on what is done ♣Right perception, confident in oneself and others ♣Accepts outright responsibility ♣Accepts leaders and leadership at all levels ♣Loyalty towards organization ♣Shared commitment ♣Dedicated behavior to the cause of organization2/28/2012 16
  • 17. Characteristics of Empowered CEO / Leader Respects all Result oriented Sincere Innovative Encourages at all times Motivation oriented Human Resource oriented Loyal & truthful Accepts criticism Open communicator Visionary2/28/2012 17
  • 18. Benefits of Empowerment Systems High motivation of employees Positive commitment towards organization Enthusiasm in all organizational activities Increased sense of ownership Reduced staff turnover Increased innovation Improved individual performance Better ability to cope with change Phil Lowe (1996). Empowering Individual’s, UK, Hardridge Consulting Group Ltd2/28/2012 18
  • 19. Conditions for empowerment : Systems Power to act Participation at all levels Way for innovation Transparency in organizational activities Shared culture; Accountability for one’s action Right kind of leadership Autonomy to work Way to release extra energy Proper recognition and appreciation for the work done2/28/2012 19
  • 20. Cont: Climate of trust and faith in others action A learning culture for one to develop No rigid control systems A system for joint and shared decision-making A transparent feedback system An open information and knowledge sharing premises Promotion for open relationships Proper reward systems2/28/2012 20
  • 21. Cont: Way for open lines of communication Climate of liberty and openness Politics free environment Responsibility sharing A system of power distribution Way for self managed teams2/28/2012 21
  • 22. Language of Empowerment (The Chemistry that works) ♣My door is always open for discussion; ♣How to solve your problem ….your problem is our problem; ♣I look for everyone in joining hands with me; ♣You have done a good work, … let me also learn from you; ♣Let me join you in helping you and discussing your ideas;2/28/2012 22
  • 23. cont: ♣What are the new techniques you have learnt to share with me; ♣Let me put up your achievements and tell it to others; ♣I will arrange a programme for sharing your successful story; ♣Let me make a remark on boss action; ♣Come let me write a strategy for organization;2/28/2012 23
  • 24. cont: ♣Let me also observe the Board meeting; ♣Let me write the mission statement for organization; ♣ Let me make my observations on proceedings of annual general meeting; ♣Let me write my dissatisfaction on managements new policy; ♣ Come, we all will share the achievements; ♣ Come, let me cheer the excellent work done;2/28/2012 24
  • 25. Cont: ♣Let me publish for others a complain of customer ♣Let me arrange for an informal social event ♣Let me form a forum to discuss syndicate work ♣I will put a weeks performance figures for all ♣Let me invite the guest from front on behalf of you all2/28/2012 25
  • 26. Barriers for Empowerment rEmployees do not accept responsibility and power rPaid to work and not to think rNot handling the given responsibility properly rUnderstand the true spirit of the system rIt is not my job of taking power rFear of failure rConfusion for taking actions2/28/2012 26
  • 27. Cont: rWho is doing what rEGO rFearing Boss rDiscipline rTrust vanish Overnight rManagement Attitude rEmperors New Cloths… (Argyris, Chris “Empowerment: The Emperor’s new Clothes”, Harvard Business Review, May-June, Pp: 98 -105 )2/28/2012 27
  • 28. Participate Everyone should be allowed to participate in all the organizational activities, including decision making and policy preparation area2/28/2012 28
  • 29. Open / Visible Management / Employees should never practice CLOSE DOOR discussions and talks2/28/2012 29
  • 30. Freedom A high degree of personal Job freedom and autonomy to act2/28/2012 30
  • 31. Transparent • Follow open lines of communication • Share all the organizational information • Be transparent2/28/2012 31
  • 32. Human ASSET •Treat HUMAN as a valued member of the Organization •High value to HUMAN be a way of life2/28/2012 32
  • 33. Part of Organization Allow each to sit in meetings of management Allow them to watch and to contribute, and make observations2/28/2012 33
  • 34. Flat Relationships There should be no red tapism Less (no) Bureaucracy A free work atmosphere A place to enjoy working2/28/2012 34
  • 35. Free to have one Allow every one to have their own •Objectives •Mission •Goals •Strategy •System •Approach2/28/2012 •Own work standards 35
  • 36. Ownership Make each one turn by turn a day as owner of the Organization and let lead ALL2/28/2012 36
  • 37. Trust •Trust people and tell the reason(s) why trust is kept •Do not ever spy or doubt or Suspect the actions of employees2/28/2012 37
  • 38. Recognition Every recognition should be made known to all Celebrate each small a c h i e v e m e n t s in a great way C E L E B R A T E IT2/28/2012 38
  • 39. Accountable •Each are accountable for their actions •Should not blame others •You can create responsibility in oneself and others by making each individual or group or Department accountable2/28/2012 39
  • 40. Voice Allow employees to talk , publish , exchange and interact freely in organization, and also a Day / Time to talk to others outside2/28/2012 40
  • 41. Delight Dont just PAY for work Delight the person, they stay b beyond the work limits2/28/2012 41
  • 42. Foster ….. I can do •Allow / Encourage creative ideas of your employees to come OUT •Foster a climate of Innovation2/28/2012 42
  • 43. Learning •The organization should not make one insecure, create threatening atmosphere. •Create a climate / culture / ethos to learn and develop …. Create a Engaging Experience2/28/2012 43
  • 44. EGO •Work on EGO •The first success step towards SUCCESS2/28/2012 44
  • 45. Scape GOAT •If one goes wrong, one should not be victimised and made SCAPEGOAT •Share failure •Share success t o o o o o o o2/28/2012 45
  • 46. Feed back … open house Allow Professional open lines of critics and each voice be heard and each allowed to talk loud on Management Work Style2/28/2012 46
  • 47. Visible Mind The culture of HIDDEN AGENDA should be curbed out2/28/2012 47
  • 48. Policy Dont have unbalanced policies and practices Be objective and propagate it2/28/2012 48
  • 49. Share … We •Do not blame •Ask why it went wrong •Where We all went wrong We2/28/2012 49
  • 50. Clean Place Rumors and gossip should be dismissed and not be encouraged at any time2/28/2012 50
  • 51. Management should be • Objective in action • Trust People • Recognize the work • Allow trying new things • Open for ideas • Information sharing • Transparent2/28/2012 • Respect all 51
  • 52. Cont • Innovative • Loyal • Avoid preaching & practicing mix • Disciplined • Accept Criticism • Visionary2/28/2012 52
  • 53. Outcome of EM power MENT work place Satisfied Workplace High Esteem Committed High Morale Motivated Outright Responsibility Creative and Innovation2/28/2012 Exhibits ingenuity and versatility 53
  • 54. Cont: Enjoys to work Becomes engrossed in the work Trust – faith Loyalty Positive feelings towards organization No Workplace Problems2/28/2012 Happy FACES back to Work 54
  • 55. A Last word First ‘No’ RULE Platform for Empowerment Workplace Culture Priority the area Accountability and Responsible Define the Purpose Open Door Policy and Transparent Ownership Culture Recognition2/28/2012 55
  • 56. Cont: Passion workplace Psychological Empowerment Don’t hold unto data Desired Future Power of Empowerment Define the Gains2/28/2012 56
  • 57. Cont: Education Time to empower or not to empower Can’t empower areas Don’t impose empowerment Fun at workplace2/28/2012 57
  • 58. Go, create history You cant use an OLD Map to find the new land2/28/2012 58
  • 59. U still need to be E m power e d Thanks for all elite AIMA Management Experts and Esteemed Panel Members2/28/2012 59
  • 60. Endorsement on the Work XLRI Editor, when published in XLRI-Management and Labour Studies Journal The article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisation studied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders how the whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almost devoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001, pp.109-119)2/28/2012 60
  • 61. Endorsement on the Work David Ang, MSHRI Executive Director, Singapore Human Resources Institute, Singapore A Talk to Senior Practising HR Managers of Singapore The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits of employee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility to inspire renewed commitment, innovation and initiative. (19th Sep, 2003 / Through Personal Letter)2/28/2012 61
  • 62. Bagali, M M Publication in Empowerment Area • XLRI-Management and Labour Studies, 26,2,April, 2001,pp.109- 119 • ISTD-Ind Jl of Training and Develp,XXXI(4),Oct-Dec,2001,27-40 • Behavioral Scientist, Aug, 2(2), 2002,pp: 113-120 • The Business Review,8(1&2), March 2002,pp: 104-111 • NMIMS Management Review, XIV (1), Jan-June, 2003,pp: 26-42 • SAGE-Jl of Entrepreneurship, 11(1), Jan-June, 2002,pp: 33-54 • Amity Business Review, 4(1), Jan-June 2003,pp: 57-67 • SEDME, 30(2), June 2003, pp: 1-26 • GITAM Jl of Management, 2(1), January-June, 2004,pp: 60-77 sanbag@rediffmail.com2/28/2012 62