This document summarizes a PhD thesis presentation on employee empowerment at Polyhydron Private Limited, a company in Belgaum, Karnataka, India. The presentation covered: 1) How Polyhydron shifted from a conventional management style in 1982-1988 to adopting empowering people practices after visiting SEMCO in Brazil in 1988. 2) The empowering HR practices, culture, leadership, and employee traits now seen at Polyhydron, including complete freedom, transparency, shared responsibility, and accountability. 3) The positive outcomes of empowerment including engagement, innovation, profits, loyalty and reputation. Lessons for empowerment strategies are also discussed. The thesis was awarded in 2008 from K

1. PRESTIGE INSTITUTE OF MANAGEMENT DEWAS
Best PhD Thesis Award in Management
4-5, February 2011, India
Good Afternoon

2. Workers Empowerment: A Study of Polyhydron
Private Limited, Belgaum
M M Bagali, PhD
Dean-MBA programme
Professor of SHRM
JAIN University, India
sanbag@rediffmail.com
(A Five Star NACC Accredited)
Research Student, Management Studies
Kousali Institute of Management Studies (KIMS), Karnatak University, Dharwad, Karnataka State

3. agenda
• Why such study in empowerment area
• How and what this company uniquely practiced
• Lessons to learn from Research outcomes

4. HR is an asset
“you can get the workplace systems, style of
management, and organize capital and erect
building, but it takes people to build a business”
Thomas J WATSON
Founder of IBM

5. Agenda 01
basis for the present work
HR is essential requirement for progress and development of the country
The front line employees are the KEY cutting edge
The organisations have to be totally people centric
A Paradigm shift focusing ‘HR’ is needed
Infact, empowering employee would be crucial in evolving appropriate
strategies, as HR is the single most valuable resources that can make a
quantum difference

6. therefore , the need
To look at the Renaissance Strategies for Creating High Performance
Workforce
The syntax of empowerment is simple… give people the freedom and
power at workplace, they will surely grow the organisation
Thus, an enquiry into various empowerment strategies and practices

7. the vital questions before us
What do we mean by empowerment?
How different is empowerment from other organizational practices?
How do we empower?
Can everyone be empowered in the organization?
What's the Role of leadership in empowerment exercise, and
What empowerment does to everyone…. Individual; Organisational; and the
Leaders

8. 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

9. Reference Brief Description Major Theme/Summary
Menon(1999,in press) Psychological approach The empowered state is a
psychological state characterized by
perceived control. Perceived control,
perceived competence goals.
Liden&Arad(1996) Power perspective Empowerment research should be
subsumed under the rubric of power
Spreitzer(1995) Psychological motivational Empowerment is increased intrinsic
approach motivation manifested in four
cognitions: competence, self –
determination and impact.
Eylon(1994) Process approach Empowerment is an enhancing and
energizing context specific process
that expands feelings of trust and
control
Conger(1989) Leadership approach Empowering subordinates is a major
component of leadership
Yukl(1989) Transformational Leadership The effect of the transformational
approach influence is to empower subordinates
to participate in the process of
transforming the organization
House (1988) Focus on perceived control Empowered employees are those
who feel confident and in control of
their environments.
Block (1986) Focus on employee To feel empowered is to
involvement a) feel responsible for one’s actions
b) to have a sense of purpose in
achieving something worthwhile,
and c) to commit to achieving that
purpose
Burke (1986) Leadership approach Leaders empower subordinates by
providing clarity of direction which
encompasses a higher purpose or
worthy cause
Bennis & Nanus(1985) Leadership approach Leaders energies (hence empower)
through psychological identification.
The critical dimensions of
empowerment are significance,
85 best research work competence, community and
enjoyment /fun

10. 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

11. 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”
Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
Ernest L. Arbuckle Professorship
“giving power to people who operate at an advantage in the organization success”
Bowen and Lawler (1992)
Director, the Centre for Effective Organization, University of Southern California,
“ Complete Power to make decisions that influence organizational direction and performance”

12. essentially, empowerment …
• it liberates people from constraints such as checking with
the boss before taking actions
• absolute control is given up, allowing everyone make
decisions, and can set goals
• decision-making authority and responsibility percolates
from managers to the employees at the lowest rung
• people are given total freedom to do their job, and are
trusted, made accountable and responsible

13. characteristics of conditions for empowerment
empowered organization
Power to act
shared responsibility Participation at all levels
individual accountability Way for innovation
flat organizational hierarchy Transparency in organizational
activities
autonomous work teams Accountability for one’s action
high belief and trust Right kind of leadership
leadership at all levels Autonomy to work
Way to release extra energy
climate of collaboration
Proper recognition and
atmosphere of openness appreciation
freedom from all Climate of trust and faith
A learning culture

14. the phd work
Workers Empowerment : A Study of
Polyhydron Private Limited, Belgaum,
Karnataka State, India
Established in 1981-82
Address:80, Machhe Industrial Estate,Machhe, Belgaum- 590014. Karnataka State
www.polyhydron.com

15. research objectives
 to understand factors that contribute to empowerment--the systems, practices, policy and
the leadership
 To understand management practices impacting on employee behavior, thus empowering
employees
 made to understand all factors that contributed to empowerment--the
systems, practices, policy and leadership
 An effort was also made to see how these management practices impacted upon
employee behavior
Supporting Objectives :
Do we really need empowered people? Is empowerment something that can be done to
some one, or is it something a person must choose? What role does the person in the
top have to play in this exercise? With all these objectives, the genesis of
empowerment is probed at a macro level.

16. hypothesis
Ha1 Empowerment is a sense of belonging developed by employee as a
result of various coherent organizational practices and practices;
Ha2 A good Organizational climate would shape behavior and develop
positive attitudes towards organizational growth and development leading to
employee empowerment;
Ha3 Access to information about the mission, value, goals, and vision of an
organization is positively related to empowerment;
Ha4 If an organization aspires for fundamental changes while empowering
employees, it must change the present way of functioning; and
Ha5 Empowerment at the workplace makes leaderless.

17. participation
Total 73 Responded 60

18. areas of enquiry
Accountability / Bureaucracy / Culture / Leadership/
Management Style and approach / Structure / liberty /
Communication / Decision Making / Discipline/ Ethos /
Industrial Democracy / Knowledge Sharing / Ownership
Culture / Organizational Health / Power Distribution/
Responsibility Sharing / Transparency / Information sharing
/ Degree of trust & loyalty……….
total of 75 areas

19. data collection
The format of Data collection from Employees
Pre Pilot
Observation
Observed the Pooling all the
System responses
Questionnaire Discussion
with CEO
Administered
Case-by-
Case
discussion

20. 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/ Case by case • An in-formal observation over a period
Practices discussion
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

21. Agenda 02
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

22. empowerment@workplace
•The HR practices
•The Culture
•The Leadership, and the
•The Traits

23. changed workplace
empowerment@work: the making of an empowered workforce
Conventional Present
Do what is told Do what is required
Liberty misused Liberty made use to fullest extent
Not my job attitude Its everyone's job
Commitment level low High commitment
Boundary defined No Boundary
Lack of scope for improvement High scope for improvement
Various committees / councils Never a designated committee
Trust level low Trust is core
Supervised work No Supervision
Freedom restricted More freedom / liberty
Closed behavior Transparent behavior
Apply for leave / off Decide on leave / off

24. the culture
•Value given to Human beings
•Each is accountable / responsible for his
actions and can’t blame others
the hr practices •All information is open and shared
Complete Freedom
Total Transparency •Each is boss in himself
Complete Shared Responsibility
•Common rooms are shared
Accountability for ones actions
Liberty to decide course of •Suggestions are given regularly and open
actions
Involvement / Participation •Management is open to ideas and more
Transparent feedback information sharing
Delegated authority
•Every one can have own
No hidden Agenda objectives, mission, and goals;
Complete Autonomy
Power to take decisions •No Security or guard

25. employee traits
Open and Transparent
Positive Approach
No defined mind set
Free from Bias
leadership No scapegoat attitude
Freedom to do work in one’s own way High Commitment
No Supervision/ Foreman Disciplined
No Bureaucratic and Administrative interference Trustworthy
No Red-tapism Enjoys the work
Sharing Common Platform Loyal and Truthful
Trusting each persons actions Work that extra mile
No restrictions for new inventions
One can fail, no punishment
Suggestions are part of daily work
Accepts critics
Open House

26. ceo’s reactions
• you have done a mistake and let us all look at it;
• my door is always open for discussions;
• let us all discuss on your idea;
• how to solve your problem…. your problem is our problem;
• any ideas from your side to contribute;
• you are the boss of the organization;
• I look for everyone in joining hands with me;
• you have done a good work, let us all learn lessons from you;
• let me join you in helping you;
• please teach me the new techniques that you have learnt;
• let me announce your achievements to others;
• You will arrange a programme for sharing your successful story,

27. language@workplace
My door is open to you
Let us all discuss on the idea
Your problem / issue is our concern
Let us join hands together
Kindly teach me the new technique
Let us all announce your achievement

28. outcome of such practices
• Engagement with Organsiation
• Product Innovation
• Profits and Income Scaled
• Turnover and loyalty
• Reputation and Customers
• Market Standing
• NO IR issues
• Employer BRANDING

29. 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

30. the impressions
Adi 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”

31. Agenda 03
Ideas for practices: lessons to learn
•First ‘No’ RULE Don’t hold unto data
•Platform for Empowerment / Informal Relations
create conditions for Create Opportunity
empowerment 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 empowerment
Transparency Power of Empowerment
•Ownership Culture Fun at workplace

32. 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

33. At Prestige Institute
Courses in
OB/ HR
Basics in Management
Leadership
Group Dynamics

34. future research
Compare empowerment with less / no empowerment organisation
Compare empowerment strategies amongst male and female
Compare with Public X Private sector company
Compare with Small x Medium X Large
Retired / leftover employees survey or opinion can also be had

35. thank you
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com

36. About PhD
• At MBA dept, Karnatak University, Dharwad,
Karnataka State / A 5 Star NACC graded
• Dr. A H Chachadi, Professor, Guide
• Evaluated by XLRI and IIM-K Professors
• Between 2000-2008 work undertaken
• 299 pages total
• 311 references
• Awarded on 16th March, 2008

37. Endorsement on the Work
XLRI Editor,
when published in XLRI-Management and Labour Studies Journal
The article printed below is a truly extraordinary example of employee
empowerment. The methods followed by the organisation studied would be
considered revolutionary anywhere in the world and even more so in India.
Infact, one sometimes wonders how the whole effort did not end in chaos. The
company has apparently succeeded in developing a work force and a leadership
almost devoid of the foibles of most other humans. (Printed on the Article XLRI-Management and
Labour Studies, 26,2,April, 2001, pp.109-119)
Executive Director,
Indian Journal of Training and Development, ISTD, India
The article published in the area of Empowerment in ISTD has been adjudged as
the Best Paper published during the year-2001. Kindly accept our Heartiest
Congratulations.
(22July, 2002 / Through Personal Letter)

38. Yoon, Jeong,
Professor of ob and hr,
AJOU university, South Korea
Yoon, Jeong (2001).“The role of structure and motivation for
workplace empowerment: The case of Korean employees”,
Social Psychology Quarterly, 64 (2); pp. 195 – 206

39. Presentation to Senior HR Managers,
of SHRI on Empowerment, part of present work
2003, September

40. Polyhydron Mission
We will nurture an Ethically Managed Organisation.
We will not exploit our
Customer, Employees, Suppliers, Government, Soci
ety and Nature
Polyhydron Vision
We will create an island of Excellence through
focus on Customer, Employee Empowerment and
continuous improvement.

41. PPL

42. Harvard Business Review
HBR, July-August, 2010, p:57
When workers are made to feel empowered,
the whole organization wins
Roger L MARTIN,
Dean, Rotman School of Management
University of Toronto, Canada