The document discusses empowerment and participation in organizations. Empowerment provides autonomy and control to employees through sharing information and job factors. It helps remove powerlessness while enhancing self-efficacy. There are five approaches to empowerment: helping employees achieve mastery, allowing more control, providing role models, using social reinforcement, and giving emotional support. Participation involves mental and emotional involvement to encourage contributing to goals and sharing responsibility. It improves motivation by helping employees understand goals. Prerequisites for effective participation include adequate time, benefits outweighing costs, relevance, abilities, and communication without threats. Benefits of participation include improved motivation and organizational effectiveness.

1. HUMAN
BEHAVIOR
ON
ORGANIZATION
EDUM 562
Professor: Mr. Jonathan Despi

2. CHAPTER 8
EMPOWERMEN
T
And

3. CHAPTER 8
THE NATURE OF
EMPOWERMENT
AND
PARTICIPATION

4.  Is any process that provides
greater autonomy to employees
through sharing of relevant
information and the provision of
control over factors affecting job
performance.
EMPOWERMENT

5.  It helps remove the conditions that cause
powerlessness while enhancing employee
feeling of self-efficacy.
EMPOWERMENT
 Authorizes employees to cope with
situations and enables them to take
control of problems as they arise.

6. EMPOWERMENT
Five broad approaches to
empowerment:
1) Helping employees achieve job mastery
2) Allowing more control
3) Providing successful role models
4) Using social reinforcement and persuasion
5) Giving emotional support

7.  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.
PARTICIPATION

8. PARTICIPATION
Three important ideas:
 INVOLVEMENT
 CONTRIBUTION
 RESPONSIBILITY

9. PARTICIPATION
 INVOLVEMENT
- participation means meaningful involvement
rather than mere muscular activity.
EGO-INVOLVED
- a person who participates

10. PARTICIPATION
 IDEAS (Motivation to contribute)
- Employees are empowered to release their
own resources of initiative and creativity
toward the objectives of the organization.
- it improves motivation by helping employees
understand and clarify their paths towards
goal.

11. PARTICIPATION
 Acceptance of Responsibility
- participation encourages people to accept
responsibility in their group’s activities.
- When we talk about their organization, they
begin to say “we” not “they”.
- When they see a job problem, it is “our”, not
“theirs”.

12. How participation works?
Involvement
 Mental
 Emotional

13. Two views of Power and
Influence
 Is a fixed amount  Is a variable amount
Autocratic View
Power
Participative View
Power
 Comes from the
authority structure
 Comes from people
through both official
and unofficial
channels
 Is applied by
management
 Is applied by shared
ideas and activities
in group

14.  Adequate time to participate
Prerequisites for Participation
 Potential benefits greater than cost
 Relevance to employee interests
 Adequate employee abilities to deal with the
subject
 Mutual ability to communicate
 No feeling of threat to either party
 Restriction to the area of a job problem

15. - When employees want more participation
than they have, they are “participatively
deprived”.
- When they have more participation than
they want, they are “participatively saturated”

16.  Be fully responsible for their actions and their
consequences
Responsibilities of employees and
Managers
 Operate within the relevant organizational
policies
 Be contributing team members
 Respect and seek to use the perspective of
others
 Be dependable and ethical in their empowered
actions
 Demonstrate responsible self-leadership

17.  Participation tends to improve motivation
because employees feel more accepted by
their employer and more actively involved in
the situation.
Benefits of Participation
 Once the organizational culture is changed,
then the system as a whole becomes more
effective.

18. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
 They listen actively and empathetically.
 They engage in introspection to understand
better their own attitudes and feelings.
 They treat others with respect, as equals

19. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
 They admit mistakes, confess their own
vulnerability, and ask for help from others.
 They seek to engage in dialogue and often
paraphrase to ensure understanding.
 They affirm the worth and contributions of
each participant.

20. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
 They are willing to admit mistakes and ask for
help.
 They build trust by articulating their values and
acting consistently with them.
 They place great emphasis on helping other
people succeed.