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MM Bagali, PhD, HR, HRM, HRD, HR, research, India, B-School, Case study ... Final presentation of_ph_d_work_2008[1]

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MM Bagali, PhD, HR, HRM, HRD, HR, research, India, B-School, Case study

MM Bagali, PhD, HR, HRM, HRD, HR, research, India, B-School, Case study

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  • 1. Presentation of PhD workPeople Centric HR Practices through EmployeeEmpowerment: Demystifying a Case of PracticingOrganizationDr. M M Bagali, PhD,JAIN University, Indiamm.bagali@jainuniversity.ac.in
  • 2. HR is an asset“you can get the workplace systems,style of management, and organizecapital and erect building, but it takespeople to build a business”Thomas J WATSONFounder of IBM
  • 3. the workWorkers Empowerment : A Study ofPolyhydron Private Limited, Belgaum,Karnataka State, IndiaEstablished in 1981-82Address:80, Machhe Industrial Estate,Machhe, Belgaum- 590014. Karnataka State
  • 4. basis for the present workHR is essential requirement for progress and development of thecountryThe front line employees are the KEY cutting edgeThe organisations have to be totally people centricA Paradigm shift totally focusing ‘HR’ is neededInfact, empowering employee would be crucial in evolvingappropriate strategies, as HR is the single most valuableresources which can when applied imaginatively, can make aquantum difference
  • 5. the need, thereforeTo look at the Renaissance Strategies for Creating HighPerformance WorkforceThe syntax of empowerment is simple… give people the freedomand power at workplace, they will surely grow the organisationresponsiblyThus, an enquiry into various empowerment strategies andpractices
  • 6. the vital questions before usWhat do we mean by empowerment?How different is empowerment from other organizational practices?How do we empower?Can everyone be empowered in the organization?Whats the Role of leadership in empowerment exercise, andWhat empowerment does to everyone…. Individual;Organisational; andthe Leaders
  • 7. Theoretical and Conceptual frameworkE M POWER M E N T e m-pow-er-ment (im-pau [-] r-ment) Oxford English Dictionary says, to empower is “to authorize, to enable”.
  • 8. Rosabeth Moss Kanter (1977) Professor at Harvard Business School, Ernest L. Arbuckle Professorshipa pioneer in the area of organizationalempowerment and related work,defines the concept of empowermentas “giving power to people who operateat an advantage in the organizationsuccess”
  • 9. Bowen and Lawler (1992) Professor of Management, Arizona State University and the latter Director, the Centre for Effective Organization, University of SouthernCalifornia, have done extensive work in the area of empowerment from 1970 to 2000, …….. “Power to make decisions that influence organizational direction and performance”
  • 10. essentially, empowerment … it liberates people from constraints such as checking with the boss before taking actions an environment where absolute control is given up, allowing everyone make decisions, set goals, accomplish results and receive rewards decision-making authority and responsibility percolates from managers to the employees at the lowest rung, and to everyone, per se
  • 11. cont: people are given total freedom to do their job, and are trusted enables people make independent decisions, who operate towards organizational success individual employees having the autonomy for which they are totally accountable
  • 12. characteristics of empowered organizationshared responsibilityindividual accountabilityflat organizational hierarchyautonomous work teams open interactionshigh belief and trust in people’s actionenhancement of leadership at all levelsclimate of collaboration and web relationshipshumanness and enjoymentatmosphere of opennessfreedom from all the threat and insecurity
  • 13. cont:an holistic climate of mutual respecthigh supportivenesscreating a strategic vision from bottom-upvaluing autonomybroad participation in all activitiescontinuous feedbackteam approachtransparent cultureall things are open
  • 14. conditions for empowermentPower to actParticipation at all levelsWay for innovationTransparency in organizational activitiesAccountability for one’s actionRight kind of leadershipAutonomy to workWay to release extra energyProper recognition and appreciationClimate of trust and faith in other’s actionA learning culture
  • 15. cont:Shared decision-makingA transparent feedback systemOpen information and knowledge sharingPromotion for open relationshipsOpen lines of communicationClimate of liberty and opennessResponsibility sharingA shared common missionTo act without fear
  • 16. why an enquiry HR forms crucial and empowerment systems are important components Let us look at the concept What are the areas and dimensions of practicing empowerment that could be undertaken What are the limitations one faces, when you empower employees
  • 17. research objectivesunderstand the impact of empowering employees at workplacemade to understand all factors that contribute toempowerment--the systems, practices, policy and leadership.Supporting Objectives :Do we really need empowered people? Is empowermentsomething that can be done to some one, or is it something aperson must choose? What role does the person in the top haveto play in this exercise?
  • 18. hypothesis formulationHa1 Empowerment is a sense of belonging developed byemployee as a result of various coherent organizational practicesand practices;Ha2 A good Organizational climate would shape behavior anddevelop positive attitudes towards organizational growth anddevelopment leading to employee empowerment;Ha3 Access to information about the mission, value, goals, andvision of an organization is positively related to empowerment;Ha4 If an organization aspires for fundamental changes whileempowering employees, it must change the present way offunctioning; andHa5 Empowerment at the workplace makes leaderless.
  • 19. participation Sampling Population Semi Skilled Unskilled 28% 0% Managers 10% Engineers 10% Software ExpertSkilled 3% 28% Administration Highly Skilled 10% Supportive 8% 3% Total 73 Responded 60
  • 20. different aspects of enquiryFew to mention  Accountability  Bureaucracy  Communication  Culture  Decision Making  Workplace Discipline  Feedback  Management Style and Approach  Ownership Culture  Participation and Involvement  Power Distribution  Responsibility sharing  Transparent and Openness
  • 21. what we saw at pplempowerment@work: the making ofan powered workforceThe HR practicesThe leadershipThe culturehigh performance work systems, and theThe Traits
  • 22. the ceo responsesWhat type of culture is required for empowerment practices?What are the traits that need to be developed in employees?How to create an empowerment culture and strategies?Describe the area (scope) of empowerment practices. Are there anydefined boundaries?What is the out-come of empowerment (How to measure the after-math affects of such practices)?How should the CEO and the leadership be, viz: style, traits andcharacteristics?
  • 23. the ceo, in responses regarding the language at ppl• you have done a mistake and let us all look at it;• my door is always open for discussions;• let us all discuss on your idea;• how to solve your problem…. your problem is our problem;• any ideas from your side to contribute;• you are the boss of the organization;• I look for everyone in joining hands with me;• you have done a good work, let us all learn lessons from you;• let me join you in helping you;• please teach me the new techniques that you have learnt;• let me announce your achievements to others;• You will arrange a programme for sharing your successful story,
  • 24. hr systems – people centric practices•Value given to Human beings•Each is accountable for his actions and can’t blame others;•All information is open and shared;•Each is boss in himself;•Common rooms are shared;•Suggestions are given regularly and honestly;•Each is responsible for his actions- whether Individual, group or team;•Management is open to ideas and more information sharing;•Each can do a career planning of his own;•Every one can have own objectives, mission, and goals;•One can meet and interact with customers freely;•One has the freedom to change the system at workplace.
  • 25. workplace hr practices•Complete Freedom•Total Transparency•Keeping Faith•Complete Responsibility•Accountability for ones actions•Freedom / Liberty to decide course of actions•Involvement / Participation•Transparent feedback•Shared Responsibility•Delegated authority•No hidden Agenda•Complete AutonomyPower to take decisions
  • 26. institutional values· Freedom to do work in one’s own way· No Supervision/ Foreman· No Bureaucratic and Administrative interference· No Red-tapism· Sharing Common Platform· Trusting each persons actions· Each one is encouraged· No restrictions for new inventions• One can fail, no punishment• Suggestions are part of daily work
  • 27. workplace systemsConventional PPL Do what is told Do what is required Liberty misused Liberty made use to fullest extent Not my job attitude It is everyones job Commitment low High commitment due to system Low ethical standards High ethical standards Lack of scope for improvement Wide scope for improvement Various committees / councils No designated committee / councils Less trust Trust is core Supervised work No Supervision Freedom restricted More freedom enjoyed Restricted behavior Transparent behavior
  • 28. employee traits•Open and Transparent•Positive Approach•No defined mind set•Empathy•Free from Bias•No scapegoat attitude•High Commitment•Disciplined•Trustworthy•Enjoys the work•Loyal and Truthful
  • 29. what the vistors say…..1.. Ricardo Frank Semler,SEMCO, rua dom Aguirre 438,Sao Paulo, BRAZIL“The practices reflect and resemble that of SEMCO, on the lines of a beautifulprinciple….ethical management and idea of natural business”. [August 15,1994,through letter]…..2.. ADI Godrej,Managing Director, Godrej Soaps ltd,Eastern Express Highway, Vikhroli,Mumbai, India“It has opened my eyes in many ways by seeing the excellent work done by you. I amsure your company has a tremendous future ahead of it”. [April 22,1992,after personalvisit to PPL]
  • 30. the journey through ages 1981 Establishment of PPL 1987 Changed from Conventional management to Ethical management 1988-1996 Evolution of an empowered PPL with practices like ….factory within the factory; no security; no reception; no stores; trust based; single scoring, no incoming inspection; elimination of department Today, empowered workplacePeople Centric HR Practices through Employee Empowerment: Demystifying a Case of Practicing Organization
  • 31. discipline of empowermentFirst ‘No’ RULEPlatform for EmpowermentWorkplace CulturePrioritise the areaAttitudinal SurveysAccountabilityDefine the PurposeOpen Door Policy and TransparencyOwnership CultureRecognitionPassionate workplacePsychological Empowerment
  • 32. cont:Describe the AutonomyDon’t hold unto dataInformal RelationsCreate OpportunityDesired FuturePower of EmpowermentDefine the GainsEducationTime to empower or not to empowerCan’t empower areasDon’t impose empowermentFun at workplace
  • 33. future researchCompare empowerment with less / no empowerment organisationCompare empowerment strategies amongst male and femaleCompare with Public X Private sector companyCompare with Small x Medium X LargeRetired / leftover employees survey or opinion can also be had
  • 34. Yoon, Jeong, Professor of ob and hr, AJOU university, South KoreaYoon, Jeong (2001).“The role of structure and motivation forworkplace empowerment: The case of Korean employees”,Social Psychology Quarterly, 64 (2); pp. 195 – 206
  • 35. Presentation to Senior HR Managers,of SHRI on Empowerment, part of present work 2003, September
  • 36. Presentation to Senior HR Managers,of SHRI on Empowerment, part of present work 2003, September
  • 37. Endorsement on the WorkXLRI Editor,XLRI Editor,when published in XLRI-Management and Labour Studies Journalwhen published in XLRI-Management and Labour Studies JournalThe article printed below is a truly extraordinary example of employee empowerment. The methods followed by The article printed below is a truly extraordinary example of employee empowerment. The methods followed bythe organisation studied would be considered revolutionary anywhere in the world and even more so in India. 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 Infact, one sometimes wonders how the whole effort did not end in chaos. The company has apparentlysucceeded in developing a work force and a leadership almost devoid of the foibles of most other humans. 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) (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001, pp.109-119)David Ang, MSHRIDavid Ang, MSHRIExecutive Director,Executive Director,Singapore Human Resources Institute, SingaporeSingapore Human Resources Institute, SingaporeA Talk to Senior Practising HR Managers of SingaporeA Talk to Senior Practising HR Managers of SingaporeThe presentation (your paper) was informative and interesting. They have learned insights on the aspects and The presentation (your paper) was informative and interesting. They have learned insights on the aspects andbenefits of employee empowerment. The talk was timely, as organizations have to give their employees both benefits of employee empowerment. The talk was timely, as organizations have to give their employees bothauthority and responsibility to inspire renewed commitment, innovation and initiative. authority and responsibility to inspire renewed commitment, innovation and initiative.(19thth Sep, 2003 // Through Personal Letter) (19 Sep, 2003 Through Personal Letter)Executive Director, Executive Director,Indian Journal of Training and Development, ISTD, India Indian Journal of Training and Development, ISTD, IndiaThe article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during The article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published duringthe year-2001. Kindlly accept our Heartiest Congratulations. the year-2001. Kindlly accept our Heartiest Congratulations.(22July, 2002 // Through Personal Letter) (22July, 2002 Through Personal Letter)
  • 38. publicationsBagali, M M“Empowerment: Creating strategies in managing HR for high performance”Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120Bagali, M M“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,The Business Review,8(1&2), March 2002,pp. 104-111(University of Kashmir, India)Bagali, M M“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66Bagali, M M“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1),Jan-June, 2002,pp. 33-54Bagali, M M“Empowered Employees”,Management Researcher, VIII (3 and 4), Jan-June 2002, pp. 13-23
  • 39. Bagali, M M“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under the banner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)Bagali, M M“Demystifying POWER of Empowerment: A Case of practicing Organisation”,NMIMS Management Review, XIV (1), Jan-June, 2003,pp.26-42Bagali, M M“Wining Workforce through Employee Empowerment: A Case of People Centric Organisation”,SEDME, 30(2), June 2003, pp.1-26 Bagali, M M“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct, 2003,pp.50-57 Bagali, M M“A Model of Employee Empowerment: A Case of Practising Organisation”,GITAM Jl of Management, 2(1), January-June, 2004,pp.60-77Bagali, M MOrganisation of Tomorrow: A Global HRD Model, Udayvani Special Supplement, Sponsored by HR Foundation, Bangalore, July 2004Bagali, M MAn Organisationwide HRD approach for building future Workforce, Udayvani Special Supplement, Sponsored by HR Foundation, Bangalore, July2004