1. The document discusses empowering middle level employees in an organization called Endurance Technologies Pvt. Ltd. It outlines the need to empower employees to increase job satisfaction, productivity and reduce turnover. 2. Currently, there is a lack of authority for middle level employees which decreases satisfaction and engagement. Empowerment through training, clarity on expectations, autonomy and support can increase motivation. 3. The benefits of empowerment include improved quality, employee satisfaction, collaboration, productivity and reduced turnover. Case studies on Toyota show how empowered employees can help identify and solve problems.

1. 1
Presented By : HR Team
Endurance Technologies Pvt. Ltd,
L-6/3, MIDC, Waluj, Aurangabad
PRESENTATION ON
“MIDDLE LEVEL EMPLOYEE
EMPOWERMENT AT L6/3 ”

2. Zone / Bay wise Responsibility Chart
INTRODUCTION
Empowerment:
1.Employee empowerment is giving employees a certain degree of
autonomy and responsibility for decision-making regarding their
specific organizational tasks. It allows decisions to be made at the
lower levels of an organization where employees have a unique view
of the issues and problems facing the organization at a certain level.
2.sharing varying degrees of power with lower-level employees to
better serve the customer.
3.Empowerment is the level of responsibility and authority given to an
employee.
4.By empowerment, the employees are motivated and enthusiast to
utilize their skills, abilities and creativity by accepting accountability for
their work.

3. Empowerment can strengthen motivation by providing employees with the
opportunity to attain intrinsic rewards from their work, such as a greater sense of
accomplishment and a feeling of importance.
Intrinsic rewards such as job satisfaction and a sense of purposeful work can be
more powerful than extrinsic rewards such as higher wages or bonuses.

4. CURRENT SCENARIO
1.There is centralization of Authority in the Organization.
2.A well developed second line is lacking in Various Departments.
3.There is a Communication gap Between Leaders and followers resulting in
improper teamwork.
4.Lack of authority to Middle level Employees decreases satisfaction level and
may result in less participative work Environment.
5.Lack of Middle level Employee Empowerment leads to lower Employee
Engagement and affects organizational Development negatively.
6.Lack of Employee Empowerment has resulted in Dangerously Increased
Employee Turnover at Middle Level.

5. NEED OF EMPLOYEE EMPOWERMENT AT MIDDLE LEVEL:
1.Horizontal growth of Employees in Organization.
2.Delegation of work & Authority.
3.Increased job satisfaction
4.Effective Team work
5.Increased employee participation
6.Reduces Turnover rates.
7.Increases trust in the organization
8.Lower absenteeism degree
9.Better productivity and profitability
10.Less conflict as employees will more likely agree with changes if they get
involved in the decision making process

6. CASE STUDY
Mr Sagar Joshi, Dy.Manager in Production Department.
Works as Second Line to Department Head.
A crucial link between higher management and shop floor workers.
Lacks Decision Making Authority and Not able to take Decisions in Absence of
Department Head.
Has Technical Knowledge, but Lacks Leadership qualities to lead the team in
Absence of Senior Authorities.
Not Involved in Decision Making Processes by Seniors.
Can be very Productive if Empowered through proper Training and Motivation.
Mr Rajendra Nakil, Executive in Tooling Department.
Works as Second line to Department Head.
Plays the role of Mediator between Department Head and lower Employees.
Has sound leadership skills, Motivates and encourages Team member to perform
Effectively.
Takes responsibility of tasks in Absence of Department Head and has sound
Decision Making Ability.

7. HOW TO EMPOWER MIDDLE LEVEL EMPLOYEES
Essential elements for empowerment:
1.Accuracy and Clarity
2.Encourage and support
3.Autonomy and freedom
 Accuracy and Clarity :
The first step in empowering employees is to clarify objectives and expectations.
People can only achieve the progress at work if they have a complete picture of
what results they are expected to deliver.
With empowerment the role of a manager shifts from closely supervising what
people are doing to holding them accountable for results.
This means that managers need to clearly define expected outcomes and
communicate them frequently so that everyone understands their responsibilities.

8. Encourage and support:
 The second step in empowering others is to support them by supplying the aids
and resources they need to progress and removing any obstacles that may hinder
progress.
Managers empower their people by serving their needs.
This requires not only providing the time, resources, and encouragement
necessary for attaining goals, but also actively working to minimize barriers to
success.
Autonomy and freedom :
Empowering people means giving them the complete autonomy they need to do
their job .
Once employees know what they are expected to do and have the support they
need to do it, the best thing a manager can do is to Support them.
Trusting employees to get their work done however they choose is fundamental for
creating positive work environments.

10. General Guidelines for Empowering Employees
• Involve people in decisions that affect them
• Clarify goals and objectives and explain how the work is related
• Delegate responsibility and authority for important work activities
• Take into consideration individual differences in ability and motivation
• Provide access to relevant information
• Provide the resources needed for new work responsibilities
• Realign management systems consistent with empowerment principles
• Remove bureaucratic constraints and unnecessary controls
• Express confidence and trust in people
• Provide coaching and advice on a timely basis
• Encourage and support initiative and problem solving
• Recognize important contributions and achievements
• Ensure that rewards are commensurate with new responsibilities
• Ensure accountability for the ethical use of power

11. Empowerment Process
Determining the skill level of the employee
Providing for employee training as needed
Coaching tasks with which the employee has some skills but is lacking
experience or motivation
Supporting tasks where the employee knows what to do but is still lacking
confidence in their abilities
Delegating tasks where the employee is motivated and fully capable.

12. CASE STUDY
Toyota Motor Company empowers some of its employees to identify and help
remedy problems occurring during product assembly.
An automobile coming off Toyota's assembly line with a paint defect is seen as an
opportunity to delve into the root cause of the defect, as opposed to merely fixing
the defect and passing it on to distributors for resale.
Solutions resulting from employee involvement tend to have more employee buy-
in when it comes to implementation.
Because such solutions are generated from the front lines, this further enhances
the potential for productivity improvements by reducing the attitude that solutions
are "passed down from above."

13. BENEFITS OF MIDDLE LEVEL EMPLOYEE EMPOWERMENT
Quality of Work
Employee Satisfaction
Collaboration
Productivity
Costs
Reduces Turnover rates.
Increases trust in the organization.
Creativity & Innovation.
Faster Decision Making.

14. Complications
Giving up control can be threatening to some managers.
Managers may not want to share power with someone they look down upon.
Managers fear losing their own place and special privileges in the system.

15. Thank You..!!