Bagali MM


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Empowerment 2012, HR, HRD, HRM, Research, Global Strategy, MNC,

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Bagali MM

  1. 1. The Making of an Empowered Workforce: Demystifying a Case of Practicing Indian Organisation M M Bagali, PhD Jain university, India
  2. 2. agenda• Why such study in empowerment area• How and what this company uniquely practiced• Lessons to learn
  3. 3. the thinking• How can HR be innovatively developed, managed and nurtured• Crystallizing the reasons as to “WHY TOP COMPANIES” are different• To explore conditions that makes workplace empowered
  4. 4. the studies• Pati,1997 • Barnes and Kaftans,• Sengupta and 1970, 1985 Shaikh,1997 • Myron Eichen,1989• Venkatachalam, • Marjorie Reynolds, 1998 1991• Dwivedi,1998 • Michael Quarrey,• Mohapatra,1998 1992• Tripathy,1999 • Cyndy Payne,1993 • Bo Burlingham, 1999
  5. 5. work of prominence• Foundation for Enterprise Development – FED, and Beyster Institute for Entrepreneurial Employee Ownership , USA• Argyris, Chris (1998):“Empowerment: The Emperor’s new Clothes”, Harvard Business Review, May-June, pp: 98 -105• Kantar, R. M , 1977, 1979, 1989,1995• Lawler, E. E III , 1986, 1988, 1992, 1994, 1995
  6. 6. the impressionsAdi Godrej,Chairman and MD, Godrej Soaps ltd,1992 “It has opened my eyes in best people management practices”Ricardo F Semler,Chairman, SEMCO, Brazil, 1994 “I have seen an exceptionally empowerment practiced at workplace”Sri Sharadrao Pawar,Ex-CM, present Cabinet Minister, GOI,1997 “Congrats for good work done in people management strategies”Thus, Polyhydron Private Limited -PPL : A Case
  7. 7. the workWorkers Empowerment :A Study of Polyhydron Private Limited,Belgaum, Karnataka State, IndiaEstablished in 1981-82 Address: # 80, Machhe Industrial Estate,Machhe, Belgaum- 590014,Karnataka State website:
  8. 8. Theoretical and Conceptual framework E M POWER M E N T em-pow-er-ment (im-pau [-] r-ment) Oxford English Dictionary says, to empower is “to authorize, to enable”The need for research work Rosabeth Moss Kanter (1977) Professor at Harvard Business School,HR is crucial and empowerment Ernest L. Arbuckle Professorshipsystems and practices are importantcomponents “giving power to people who operate at an advantage inTo look at the Renaissance Strategies the organization success”for Creating High PerformanceWorkforce and workplace Bowen and Lawler (1992) Director, the Centre for Effective Organization, University of Southern California,Thus, an enquiry into various “ Complete Power to make decisions that influenceempowerment systems and organizational direction and performance”practices
  9. 9. why an enquiry o The syntax of empowerment is simple… give people the freedom and power at workplace, they will surely grow the organization responsibly [Let us look at the concept ] o What are the areas and dimensions ofessentially, empowerment practicing empowerment• an environment where absolute o What are the limitations one faces, when control is given up, allowing everyone you empower employees make decisions, set goals, accomplish results and receive rewards• it liberates people from constraints research objectives such as checking with the boss before to understand factors that contribute to taking actions empowerment--the systems, practices, policy and the leadership• decision-making authority and responsibility percolates from understand the impact of empowering managers to the employees at the lowest rung, and to everyone, per se employees at workplace
  10. 10. participationTotal 73 Responded 60
  11. 11. areas of enquiryAccountability / Bureaucracy / Culture / Leadership/Management Style and approach / Structure / liberty /Communication / Decision Making / Discipline/ Ethos /Industrial Democracy / Knowledge Sharing / OwnershipCulture / Organizational Health / Power Distribution/Responsibility Sharing / Transparency / Information sharing/ Degree of trust & loyalty……….
  12. 12. data collectionThe format of Data collection from Employees Pre Pilot Pre Pilot Observation Observation Observed the Pooling all the System responses Questionnaire Discussion with CEO Administered Case-by- Case discussion
  13. 13. The format of Data collection from CEO / MD Observed the Pooling all system responses in presence of all Discussion Back to with CEO CEO System/ Practices Case by case discussion • An in-formal observation over a period interface • Discussion with CEO at one-one level • The opinions of CEO and system interfaced All the collected data of CEO through opinions were observed, verified case by case with each employees • The opinions / views of employees were put back to CEO / MD for discussion, and • Open House
  14. 14. what we saw at ppl• Estd 1981-82• Conventional way of Management 1982-1988• Visit to SEMCO, Sau Paulo, Brazil 1988• Changed People practices 1988-1996• Empowered People practices 1996 onwards
  15. 15. what we saw at pplempowerment@work: the making of an empowered workforceConventional PresentDo what is told Do what is requiredLiberty misused Liberty made use to fullest extentNot my job attitude Its everyones jobCommitment level low High commitmentBoundary defined No BoundaryLack of scope for improvement High scope for improvementVarious committees / councils Never a designated committeeTrust level low Trust is coreSupervised work No SupervisionFreedom restricted More freedom / libertyClosed behavior Transparent behaviorApply for leave / off Decide on leave / off
  16. 16. empowerment@workplace•The HR practices•The Culture•The Leadership, and the•The Traits
  17. 17. the culture •Value given to Human beings •Each is accountable / responsible for his actions and can’t blame othersthe hr practices •All information is open and sharedComplete FreedomTotal Transparency •Each is boss in himselfComplete Shared Responsibility •Common rooms are sharedAccountability for ones actionsLiberty to decide course of •Suggestions are given regularly and openactionsInvolvement / Participation •Management is open to ideas and moreTransparent feedback information sharingDelegated authority •Every one can have own objectives, mission,No hidden Agenda and goals;Complete AutonomyPower to take decisions •No Security or guard
  18. 18. employee traits Open and Transparent Positive Approach No defined mind set Free from Biasleadership No scapegoat attitudeFreedom to do work in one’s own way High CommitmentNo Supervision/ Foreman DisciplinedNo Bureaucratic and Administrative interference TrustworthyNo Red-tapism Enjoys the workSharing Common Platform Loyal and TruthfulTrusting each persons actions Work that extra mileNo restrictions for new inventionsOne can fail, no punishmentSuggestions are part of daily workAccepts criticsOpen House
  19. 19. language@workplaceMy door is open to youLet us all discuss on the ideaYour problem / issue is our concernLet us join hands togetherKindly teach me the new techniqueLet us all announce your achievement
  20. 20. outcome of such practices• Engagement with Organsiation• Production and products• Profits and Income Generating• Turnover and loyalty• Reputation and Customers• Market Standing• NO IR issues• Employer BRANDING
  21. 21. drawbacks• Why power to me• Is it the game plan of management• Its not my job to have power• Its not my job to decide• I am not the right person to have power• My me as leader and decision maker
  22. 22. Ideas for practices: lessons to learn•First ‘No’ RULE Don’t hold unto data•Platform for Empowerment / Informal Relationscreate conditions for Create Opportunityempowerment Desired Future•Prioritise the area Education the gains•Attitudinal Surveys Time to empower or not to•Accountability empower•Define the Purpose Can’t empower areas•Open Door Policy and Don’t impose empowermentTransparency Power of Empowerment•Ownership Culture Fun at workplace
  23. 23. academic discussion• OB advantage corporate• HR practices• HRM / SHRM • CEO• Leadership • HR Chief• Organizational Change • Chief Peoples Officer• Restructuring / OD • Dean and Directors of• Sociology of Culture MBA• Change Management • MDP’s
  24. 24. Endorsement on the WorkDavid Ang, MSHRIExecutive Director,Singapore Human Resources Institute, SingaporeA 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)
  25. 25. questions asked• Each are accountable for their action & can’t blame others• I am made part of organization & take part in Organisation development process• There is red tapesim & more bureaucracy• I can permit visitors, if I feel so, without any ones consent• One is responsible for ones actions• Management is open to ideas & more information sharing• An open line of communication follows in each team• I can openly give feed back of my boss action• Management feed back is always subjective• I am also involved in decision-making process at all level• I know who appraises me, when, how• I can promise the customers on behalf of management
  26. 26. thank /
  27. 27. Harvard Business Review HBR, July-August, 2010, p:57When workers are made to feel empowered, the whole organization wins Roger L MARTIN, Dean, Rotman School of Management University of Toronto, Canada
  28. 28. PPL
  29. 29. Present mm bagali Professor, HR and Management, Jain University, IndiaWork History Research Officer, PRC,Dharwad Director, MBA program, KLE Sy - IMSR, Hubli Director, PGDM / MBA program, CIMR, Indore Dean, MBA program, IASMS, Blore, Dean, MBA program, Acharya Institute of Engg, Blore Dean, MBA program, Horizon Group, BangaloreEducation• Global HR Certification• Advanced FDP – Mgt- XLRI• PhD in Social Work (area: PMIR); PhD in Management (area: HR)• 16+ years of HR Teaching