The document discusses the need for organizations to shift from traditional command and control management structures to more democratic structures that empower employees. It defines employee empowerment as granting power and authority to employees. Key principles of empowerment include not empowering individuals but teams, requiring training, and considering employee perspectives. Potential issues with empowerment include disconnects in messaging, insufficient training of managers and employees, and reluctant managers. The document also discusses issues with empowerment in the context of the automotive company NAZA.

2. Introduction
Challenges, such as a fluctuating
environment, sophisticated
technology, the need for quick
decision making and the
importance of frequent changes,
have established the need among
organizations to change their
traditional management practices
(command and control) into
democratic structures that offer
employees greater autonomy,
confidence and freedom to make
decisions. Such democratic
structures will not be effective
unless employees have a sense of
empowerment.

3. EMPLOYEE EMPOWERMENT
• “To empower implies the granting of
power-delegation of authority.”
• “Empowerment as the process of
having power given from the
traditionally powerful managers in
an organization and instilled in
everyone.”
• Recognizing and releasing into the
organization the power that people
already have in their wealth and
useful knowledge and internal
motivation.

4. PRINCIPLES OF EMPLOYEE
EMPOWERMENT
• Empowerment is not without bonds
• Empowerment teams & not individuals
• Training needs Empowerment
• Considering employee point of view
• Brainstorming.
• Improving individual suggestions

5. ISSUES IN EMPLOYEE EMPOWERMENT
• Message Disconnect
• Insufficient Training
• Reluctant Managers
• Breakdown of Organization

7. ISSUE IN NAZA
• Globalisation has opened up various opportunities and
challenges for Malaysian organisations to compete
internationally. Besides technological advancement, a
developed, competent and empowered workforce will give
Malaysian organisations an edge over its competitors.
Studies on empowerment have shown that it has a strong
correlation to employee performance in terms of higher
productivity, job satisfaction and reduction in staff turnover
in organisations. This therefore, leads to the question of “Is
this correlation applicable to the Malaysian context or more
specifically, in the automotive sector?” This question is
prompted based on NAZA AUTOMOTIVE rating on Malaysia
as being a high power distance society, which indicates an
environment of non-empowerment.

8. Naza Automotive Manufacturing lays
off 300 staff for poor Performance
• According to a news report, Naza
Automotive Manufacturing (NAM)
has laid off 300 workers at its
assembly plant in Gurun, Kedah. The
lay-off at NAM involved 225 staff
members as well as 30 from the NAM
Committee, with the remainder
being administration staff, The
Malaysian Insider reports.
• The report added that laid-off staff
were given a farewell party earlier
today at Dewan Seri Zaleha in Gurun,
where they received their
termination letters. In attendance at
the event were NAM chief operations
officer Roslan Abd Ghani and a labour
department officer, according to the
event programme.

9. CONCLUSION
• Employees may feel less empowered the instant they
realize the creativity of management in the process of
empowerment. This creativity can develop misgivings
and actually lead to loss of revenue including
productivity instead of an anticipated gain.
• The loss of revenue or productivity can be prevented
through having an effective employee training and
development purposely targeted at the right
employees within the organization. But then a clear
and precise explanation should be made between
these three confusing concepts which are training,
education and development.