This report in Human Behavior and Organization (HBO) focuses on how the Empowerment and Participation contribute to the development of a company or an institution.

4. GUIDE QUESTIONS
1.What are these images all about?
2.What is the contest mentioned?
3.How do the people supported the
candidate?
4.Are they empowered? Why?

5. EMPOWERMENT
and
PARTICIPATION
Prepared by:
LEVIN JASPER A. AGUSTIN
Master of Arts in Education major in
Educational Management

6. THE NATURE OF EMPOWERMENT
AND PARTICIPATION
•What is empowerment?
–Any process that provides
greater autonomy to employees
through the sharing of relevant
information and the provision
of control over factors affecting
job performance

7. But if the employees are
not empowered…
• They become disengaged.
• They become “chair warmers”.
frustrating experience of LOW
SELF-EFFICACY
Then, this POWERLESSNESS
contributes to…

8. Feelings of low self-efficacy =
IMPOSTOR PHENOMENA
• Employees fail to acknowledge their
own expertise and accomplishments.
• So, they feel like a fake and
erroneously attribute their success to
luck, charm, personal contacts, or
timing, instead of talent,
competence, or perseverance.

9. Five broad approaches to
empowerment have been suggested.
1. Helping employees achieve job mastery.
(guided experience)
2. Allowing more control. (accountability)
3. Providing successful role models. (observe
peers)
4. Using social reinforcement and persuasion.
(raise self confidence)
5. Giving emotional support (reduction of
stress and anxiety)

10. The Process of Empowerment
Requires a Two-Pronged Attack

11. Behavioral Tools to Attack the
Powerlessness Problem
•Mutual goal setting
•Job feedback
•Modeling
•Contingent Reward Systems
•Participative Management

12. What is participation?
•It is the mental and
emotional involvement of
people in group situations
that encourages them to
contribute to group goals and
share responsibility for them.

13. Three Ideas of Participation
•Involvement (ego )
•Contribution (creativity )
•Responsibility ( build
teamwork )

14. Involvement
• Participation means meaningful
involvement rather than mere
muscular activity.
• A person who participates is ego-
involved instead of merely task-
involved.

15. Pseudoparticipation
• Some managers mistake task involvement for
true participation.
• They go through series of participation but
nothing more.
• These empty managerial actions contribute to
pseudoparticipation (fake involvement, or
merely a façade).
• As a result, employees fail to become ego-
involved.

16. 2 Participative Approaches (Robert J.
Murray, CEO of iProspect)
1. He conducts managerial “roundtables”
(examples of difficult employee situations
they have faced).
2. He asks volunteers to share a portrait of
situation they are currently confronting but
are still unsure how to deal with it.
*In doing so, he intentionally creates a
participative environment where everyone is
both sharing and learning.

17. Motivation to Contribute
• They are empowered to
release their own resources of
initiative and creativity toward
the objectives of the
organization, just as the
Theory Y predicts.

18. Participation ≠ Consent
•The practice of consent
uses only the creativity
of the manager. (using
his ideas and
persuasiveness)

19. Acceptance of Responsibility
• It is a social process by which
people become self-involved in an
organization, committed to it, and
truly want to see it work
successfully. (“we”, not they”)
• “Responsibility build teamwork.”

20. Why is Participation Popular?
• “Participation tends to improve
performance and job satisfaction.” –
Research Conclusion
• The search for spirit. (ways to restore a
“soul” to their workplaces) – Spirit at
Work
• Desire (work-related decisions) and
expectation (participate in the decisions)
• Ethical imperative – “right” thing to do

22. HOW PARTICIPATION WORKS
The Participative Process
• In many situations, participative
programs result in mental and
emotional involvement that
produces generally favorable
outcomes for both the employees
and the organization.

24. The Impact on Managerial Power
Leader-Member Exchange Model
- Leaders and their followers develop a
unique reciprocal relationship, with the
leader selectively delegating, informing,
consulting, mentoring, praising, or
rewarding each employee.
- In exchange, each subordinate contributes
various degrees of performance, loyalty
and respect to the manager.

25. Two Views of Power
• increases power of both managers and
their employees

26. Prerequisites for Participation
1. Adequate time to participate
2. Potential benefits greater than costs
3. Relevance to employee interests
4. Adequate employee abilities to deal
with the subject
5. Mutual ability to communicate
6. No feeling of threat to either party
7. Restriction to the area of job freedom

27. Contingency Factors
Tannenbaum & Schmidt