HRM. HRD, HR, Research, Management, PhD, Global Skills, MBA Education

1. Workers Empowerment: A Study of Polyhydron Private Limited, Belgaum
A Synopsis of the thesis submitted to the Karnatak University, Dharwad, Karnataka State
for the award of PhD Degree in Management Studies
By
♣
M M Bagali,
Research Student, Management Studies
Kousali Institute of Management Studies (KIMS),
Karnatak University, Dharwad, Karnataka State
Guide
Dr. A H Chachadi, PhD
Professor of Management,
Research Guide (PhD program),
Kousali Institute of Management Studies (KIMS),
Karnatak University, Dharwad
Karnatak University, Dharwad, Karnataka State
(A Five Star NACC Accredited)
Submitted in 2003 – Awarded in 2008
-----------------------------------------------------------------------------------------------------------------------
♣
Presently: M M Bagali, PhD, Professor of SHRM -MBA programme, Coordinating Management
Research, JAIN University, JP nagar, 6th phase, Bangalore / Karnataka State /
www.jainuniversity.ac.in
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com / mm.bagali@jainuniversity.ac.in
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2. Workers Empowerment: A Study of Polyhydron Private Limited, Belgaum
M M Bagali,
Research Student, Management Studies,
Kousali Institute of Management Studies (KIMS),
Karnatak University, Dharwad
Presently
M M Bagali, PhD
Professor of SHRM -MBA programme, Coordinating Management Research,
JAIN University, Bangalore / Karnataka State / www.jainuniversity.ac.in
,
Introduction
We are presently living at a time where we all experience complex challenges. Infact, the world
around us is undergoing rapid changes. Leadership crises of some sort are evident in almost all
organizations and business. We do also hear of the fallout of such ineffective structures. In the face
of all these events, the time has come for us to think over and renew the relationships that we
practice within our own organizations. The business of tomorrow would be entirely different from
what it is today. The workplace has also become more challenging, and the workforces are
experiencing more opportunities. These changes make it imperative for business organizations to
adopt newer ways to cope with present crisis and lead towards corporate success. One such
mechanism could be making appropriate investments in developing the human resource potentials.
This, however, is not an easy process. A paradigm shift will be required.
The researchers in the field of Human Resources Management are increasingly facing a dilemma
in suggesting the best strategy to handle day-to-day issues and newer requirements of the
workforce. They also are confronted with the dilemma of which strategy organizations should
adopt in order to develop their human resources. Research on strategies adopted in managing
human resources has shown that much change has happened over the years. One has seen new
concepts evolving during the late 1980s and early 1990s. Some notable ones among them are
employee involvement and participation; self managed teams, delegation of decision-making, etc.
Many of the old theories on human behavior have been rewritten and new models developed to
cope with the rapid changes brought in as a result of liberalization.
The business in the Third World economies is experiencing the winds of change for the first time.
It is pertinent that in the light of all these rapid and new developments, organisations need to
approach human resource systematically. Indeed, in pursuit of continued excellence and the urge to
stay at the top makes organizations adopt various innovative strategies. It is necessary that these
strategies match international standards. Not only it is necessary that the production systems, the
financial systems, etc.., be guided by systematic management, but equal emphasis needs to be
placed on managing the people and managing HR systems, as these would play a major role in
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3. making business organisations excel on global front. Human resource development and
management is of utmost importance for almost all organizations particularly if they are serious
enough to stay ahead of others. One does see some business organizations placing an increasing
importance on human resource management. We also observe the development of innovative
styles, approaches and models in this regard. An innovative company often follows certain
outstanding and path breaking practices. Many of these evolve as a result of their conviction to
change the fundamentals. It is necessary that fundamental changes come through the practice and
adoption of ethos, particularly those with some degree of global acceptance. References to the
Japanese management styles are often cited. These Japanese organizations are remembered for the
unique way they manage and develop organizations and the way human resources utilize the
global standards in management practices. The standard global practices include: open lines of
communication; high value to human; transparent organization culture; scope for creative world;
leadership at all levels; an equal code of conduct; leadership at all level; and an open and fair
appraisal system. Interestingly, these components deal with the concept of empowerment as well.
Empowerment: A New Human Resource Tool
Management experts all across the globe have placed a lot of stress on the need for empowering
the workforce in organizations. Literature on these new found strategies of empowerment also
abound and research on this theme has brought out the various dimensions of empowerment. Some
see it as something that has to do with investing power and vesting full authority with almost every
employee in an organization. Some argue that empowerment enables employees to do what needs
to be done rather than do what they are told to do. Some understand empowerment as the means to
transfer power to the lowest appropriate level in order to create an opportunity for maximum
initiative, responsibility and commitment. The proponents argue that this shall help people at
appropriate levels make the right decisions for the right reasons. The third dimension look at
employee empowerment as sharing responsibility and power equally at all levels in the
organization, thereby helping people to develop and innovate, take initiative and make independent
decisions to satisfy their needs and wants, while reaching the desired goals and objectives. In the
words of Argyris (1998) „Empowerment involves a creative act that frees a person, a group, an
organization, and even a total system to behave in new ways‟.
The fourth dimension views empowerment as a process of enhancing the feelings of self-efficacy
among organization members through the identification of conditions that foster powerlessness.
Providing information through formal organizational practices and informal techniques is a means
of removing this powerlessness. Proponents like Gates (1995) conceptualize empowerment as a
process resulting in the autonomy of individual employee, as well as increases accountability
towards their job performance. Gates argues that such processes will provide a sense of ownership
and fulfillment while achieving shared organizational goals among the employees. Empowerment
is seen as both a holistic approach as well as an advanced approach towards human resources
development and management. Every employee is involved at various stages of organizational
development, which makes him or her responsible and accountable for their actions. It is seen as a
way of handling employees delicately by sharing equally the resources, materials, information, etc.
Earlier definitions like Ken Murrells (1977) say that, empowerment “is an act of building,
developing and increasing one‟s power”. He identifies two major categories of empowerment: (a)
self empowerment, i.e. the ability to empower oneself, and (b) inter-active empowerment, i.e. the
process of creating power with others. As Rosabeth Moss Kanter (1977), Professor at Harvard
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4. Business School, and a pioneer in the area of organisational empowerment and related work,
defines, the concept empowerment as “giving power to people who operate at an advantage in the
organisation success”. She conceives of a continuum from powerless to empowered and
encourages organisations to help people move towards the empowered end. She was the one who
propagated the concept of empowerment from sociological perceptive and later in the Industrial
context. The origin of empowerment work can be traced from Kanter‟s work.
Zimmerman (1990) defines empowerment as something “which comprises individual cognitions
and perceptions that constitute feelings of behavioral and psychological investment in work”.
Thomas and Velthouse (1990) see the term empowerment “as the value of a work, goal or
purpose judged in relation to an individual‟s own ideas and standards”. Hogg (1993) defines the
concept empowerment “ as the quality, which makes the difference between doing a job
adequately (as it might be done if it were delegated) and doing it intelligently, creatively and with
commitment, which goes together with accountability -- a difference often refused to as
discretionary effort”.
Empowerment as a strategy has been successfully practiced in the west. Its role still needs to be
viewed in Indian context. There are explanations put forward as to why the process has not taken
root in India. The culture, thinking, maturity level, attitudes and management-employee
relationships, the composition of workforce, etc., are factors that have delayed the acceptance of
this strategy. The industrial society is dominated by labour unions. The attitude and pattern of
thinking both of the management as well as of the employee‟s acts as a limiting factor that has
prevented the mainstreaming of employee empowerment in organization. The need of the hour is
to adapt new ways of development and management of human resources. In some Indian firms,
some effort has been initiated. Human resources in such firms are increasingly being seen as an
asset and not a liability. However, much more needs to be done by the management in adapting to
new ways of developing human resources and a shift in the mind set would be required.
Empowerment of employees at workplace is being realized as a possible means for sustained
growth. A study conducted by Hewitt Associates Research (1998) has proved that empowered
employees can change the very face of the organisation, particularly in running business during
turbulent times. It is particularly important that one develop an understanding on empowerment.
Some of the issues that are prominent are: a) what could be the possible angles and dimensions of
empowerment? b) How could one mainstream empowerment? and c) Can empowerment creates
far-reaching gains resulting in a high performance workforce and a winning organization? It is
here that a demystification of the real meaning of empowerment becomes a necessity and a study
in this direction.
Review of the Work:
From time to time, attempt has been made to understand the practices of human resource
development and management in organisation and various studies been undertaken. An attempt has
been made here to know the end results of various studies in Indian and Overseas context in the
field of empowerment and related areas. In Indian setting, not many studies are reported in this
area. Recent studies by Pati (1997); Sengupta and Shaikh (1997); Venkatachalam (1998); Dwivedi
(1998); Mohapatra (1998); Tripathy (1999) are reported and reviewed in Indian context. Pati
(1997) undertook the study in the area of employee empowerment and opined that any
organisation based on employee empowerment should give employees freedom to exploit their full
potential. Another study was undertaken by Sengupta and Sheikh (1997) in the area of
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5. empowering employees through sharing all the organisational information with the employees. An
observation has been done by Venkatachalam (1998) in the area of empowerment. He says that
traditional means of managerial control of people in an organisation is increasingly becoming
obsolete in today‟s industrial world, and a need has arisen to improve upon organisation control.
The study conducted by Dwivedi (1998) presents varied theoretical perspectives on empowerment
and reinforce with current empowerment practices in Indian work settings. Mohapatra (1998)
throws light in the area of empowerment as the basis for sound organisational policy. He says that,
people are the most valued resources of the organisation and the organisation must unequivocally
commit itself to the belief that people make it grow and prosper and their potential is unlimited. A
study undertaken by Tripathi (1999) in highlighting empowerment as a key to successful human
resource management in the organisation. He says that empowerment is all about encouraging and
allowing individual‟s to take personal responsibility for improving the way they do their jobs and
contribute to organisation goals.
Studies have been conducted overseas in the area of empowerment, how to develop and manage
HR, thus focusing in very many areas and presented by researchers and management gurus in the
form of Research work,write-ups, articles, research reports and cases. Scientist and Researchers
like Barnes and Kaftans (1970 and 1985), Grain and Klein (1993), Beer and Specter (1993), Stack
(1983), Quarrey (1987), Myron Eichen (1989), Edward Lawler III (1991), Marjorie Reynolds
(1991), Michael Quarrey (1992), Cyndy Payne (1993),Matt Ward(1994), Michele Hunt(1996),
Marty O‟Neill (1999) have dealt with the study of empowerment and related areas in creating
world-class organisation and an winning work force.
A study by Barnes and Kaftans (1970) involved an empirical enquiry in the design and creation of a
company with no formally defined hierarchical structure and how it promotes the practice of
empowering employees and encourages them to perform high. Barnes and Kaftans (1985) conducted a
study in Sun Hydroids Corporation, USA, in the area of employee empowerment and the ways
through which it should be undertaken. Myron Eichen (1989) reports his observation at Brook-tree
Corp, in the area of employee empowerment and emphasized the need to foster and encourage
creativity, open lines of communication for good employee-employer relation in companies and how
employee ownership in a capital intensive company should be practiced as a form of employee
empowerment. Edward Lawler III (1991) Director, Centre for Effective Organisations, University of
Southern California, has undertaken extensive studies in the area of empowerment and how instilling a
sense of ownership among employees leads to maximum output at work place. Matt Ward (1994)
reports his observation at The Wyatt Company. He shares his experience of how through creating an
ownership culture through employee participation, one can practice empowerment and manage HR.
Michele Hunt (1996) reports his observation undertaken at Herman Miller organisation. He says that
concepts such as participation, quality and ownership are fundamental while empowering employees
at work place. The study undertaken by Bo Burlingham (1999), with the objective of knowing how
one can empower their employees through the practice of open-book management and ownership
culture. He concludes that open book is a journey.
The Present Study:
While it would be perfect logic to try to predict the future, we know one thing for certain about
today's business environment that the best, brightest, most innovative and entrepreneurial people want
a piece of action - many won't even consider joining a company unless they receive stock of their own.
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6. Fortunately or may be unfortunately for some, this is the type of employee we all desperately need in
order to survive.
Demystifying employee empowerment not only tells WHY it is important for the companies to
practice, but, it also tells the rate of success organisation will have in future. The answer to most
organisations in present century is to let free the employees and give power to decide the destiny of
the organisation. This is what employees also need. The present work is an apt step in this
direction of showing the right path to systematize the practice of employee empowerment. The
study makes an attempt to demystify the systems, practices and strategies for employee
empowerment.
This study has examined a variety of angles and images and has tried to understand the fallouts of
such practices. The dimensions which the study tested included accountability; bureaucratic
approach; career planning; building committed workforce; communication system; degree of
freedom; shared ethics; management ethos; feedback system; degree of freedom; climate of
honesty; industrial democracy; knowledge sharing; leadership approach; management styles;
organizational health; ownership culture; participative approach; climate of politics; power
distribution; mode of recognition; work relationships; respect to individuals; responsibility sharing;
shared values; etc. Empowerment was found to be a phenomenon, which is not independent. The
research saw various shades of organizational ethos and practices that leads to empowerment. In
the process of empowerment, sharing of power and taking responsibility was seen as the primary
areas. However, other dimensions were also found to make significant contributions, which the
present study tried at macro level.
Objectives:
The investigation is an empirical research work to understand how a model company can be
created with innovative workplace programme and policies. It was also intended to understand the
impact of such innovative practices on empowerment and how such processes could change the
face of organisation and help it remain at the top of business. An effort was made to understand all
that contributed to empowerment--the systems, practices, policy or the leadership. An effort was
also made to see how these management practices impacted upon empowered employee behavior.
Hypotheses:
The study tries to test the following hypothesis:
Ha1 Individual and organisational achievements can be gained through the sense of belonging;
Ha2 A sense of Organisational life through climate shapes behavior and moulds positive attitude
towards organisational growth and development leading to employee empowerment;
Ha3 Access to information about the mission, value, goals and objectives of an organisation is
positively related to empowerment;
Ha4 If an organisation aspires for fundamental changes, it must change the fundamentals; and
Ha5 Empowerment at workplace makes leaders redundant.
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7. Scope of the work:
There is a big gap between performing organisation and other. The reasons could be several, but
an empowered work culture is what makes significant difference. The present study tries to focus
at these levels and is it the policy, people or workplace practices that makes an empowered
organisation and work force is what is been probed at length. The focus of study restricts to
Polyhydron Private Limited-PPL, an engineering based organisation established in the year
1981, situated at the industrial area of Belgaum district, in Karnataka State, India. All the
employees including the CEO/MD form the respondent group.
Research Design:
The focus of study is to understand why and what makes top performing companies different and
what are the innovative and unique strategies adopted in creating a global standard organisation. It
was therefore, decided to use explorative and descriptive design, which befits into the pattern of
investigation. The study also looked at the timeline described for the change process that the firm
went through (if that is what occurred), or was the firm set-up to be empowered from the
beginning. It was also to understand what things changed early, what things changed later and how
well did they triangulate? The current practices of developing and managing human resources were
explored and a description of all these practices was analyzed through appropriate questionnaire
and schedule, including verbatim recording of the responses, per se.
Method of Study:
a) Geographical Area
Karnataka State in India is an industrially developed State, with a wide range of organisations.
Belgaum District was the selected geographical area for the present study.
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8. b) Organisation
Polyhydron Private Limited-PPL was established way back in 1981 by SBH (Suresh Hundre,
CEO & MD) with other fellow colleagues under the Hyloc banner. PPL was one of the units
under the banner and SBH thought of Polyhydron unit with ideas he felt were on lines with his
thinking and took up the responsibility of running the organisation. The wide range of products
at PPL spans over more than 40-50 types and an average of 700 models. The customers are from
varied places and the turnover on an average is between 8-10 crores. PPL organisation is part of
present study enquiry.
c) Sampling Population:
The sample included for the present study is put forth:
Data Collection:
An exhaustive empowerment questionnaire was put to test. Several empowering angles
were probed and a total of nearly 125 odd areas were identified, which were apt, valid and relevant
on five point scale, viz: Strongly agree; Agree; can‟t say; Disagree; and strongly disagree. Such
areas put to test includes understanding the system of accountability within the organisation,
communication process adopted, decision making process, delegation and shared responsibility,
feed-back system adopted, methods for information sharing, leadership development at all spheres,
organisational transparency, management and organisational ethos, power distribution, degree of
trust & loyalty, employee participation and the like were put to test.
The present enquiry is a scientific investigation into practical working of empowerment system
at PPL and hence the data collection is undertaken at multiple stages. We used three distinct
methodologies in the study: a) Pre-pilot observation; b) Pre-pilot study; and c) Final observation.
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9. 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
a) Pre-pilot observation
The study began with pre-pilot observation through a survey over a period of 8-10 months. We
observed and identified the management practices that were thought to influence business success-
broad areas such as: communication, leadership, transparency, values, decision-making,
participation, management style, knowledge sharing, ownership culture and the like. Initial micro
level discussion with employees was held from time to time.
b) Pre-pilot study
A pilot study with specific practices was undertaken with few enquiry areas identified and put to
test. This pilot study allowed us to verify and extend the larger survey findings. Pilot study also
paved way for further exploration of new areas and few areas of in-significance were ignored.
c) Final observation
At final stage, while collecting actual data, an exhaustive questionnaire / schedule was
administered focusing all valid areas of empowerment and the extent of such organisational
practices in growth of the company and creating an winning organisation, per se. The collection
and examining of data was done in three stages on case-by-case basis, with a sense of purpose &
direction at all three stages of data collection.
Stage 1: Questionnaires and schedules were drawn up after identifying the
relevant empowerment angles and put to test on a five-point scale , viz: Strongly
agree; Agree; Can‟t Say ;Disagree ;Strongly disagree
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10. Stage 2: In the second stage, formal and informal observation and discussions at
workplace based on the responses expressed regarding the practices in vogue was
undertaken. In fact, at this stage, each participating respondent was met personally
and was asked, through personal discussion regarding his opinions and feelings on
empowering system and why such a feeling has been expressed. It was more of
fact finding and knowing the feelings through formal & informal visits from time
to time for each respondent.
Stage 3: Based on these observations, final discussion was held particularly on
the responses elicited using the questionnaire method and the observation and
discussions made. This was the last stage and all care was taken to see to it that
the opinions expressed, the observations done and what actually are the practices
undertaken were pooled for final test and discussed at length. At each stage of
data collection, frequent discussions with the CEO were undertaken.
CEO Data Collection:
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
Practices discussion
interface
The collection of information from CEO was done separately. A series of pre-discussions
informally paved way in setting the enquiry areas for getting the desired responses from CEO.
The main focus of discussion and collection of information from CEO was to know from top
man‟s angle, the way work environment has to be created and the difficulties one usually (CEO)
faces in creating such an empowered workforce system in the organisation. Organisational
meetings and discussions were also attended, informal work place gatherings were observed and
all the ways and means of such practice and systems in relation to CEO & organisation ethos
were keenly observed.
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11. Mode of Data Collection:
Personal discussions, interviews with each respondents, group discussions and several meetings
with the concerned employees personally at various places like work-place (temple of ethics),
recreational hall (temple of health), yoga center (temple of peace), R and D section, rest rooms
was extensively undertaken. The study injected case-by-case method for collecting the required
information. It was, at one instance, the employee, the manager and the CEO put together, were
allowed to express opinions on the system in presence of each other. A holistic approach is what
makes empowerment work and hence this was the final pathway followed for final data
collection.
Angles of Enquiry:
Very many empowerment angles were identified and factors such as understanding the system of
accountability within the organisation, communication process adopted, decision making
process, delegation and shared responsibility, feed-back system adopted, methods for
information sharing, leadership development at all spheres, management and organisational ethos
practiced, power distribution, degree of trust and loyalty, employee participation etc were put to
test. As many as fifty core areas with nearly 125 enquires were put for examining at length. The
focus of enquiry was on the workplace empowerment practices. Similar areas were also focused
at the level of CEO.
Sources of data collection:
In the present study, both primary and secondary data are utilized. Primary data was collected
through administering the questionnaire / schedule and also participant observation. Meetings
were attended, took part in discussions and visited the actual workplace with the concerned
respondent to observe the system and practices. Getting information through questionnaire and
having discussions at each stage was done at primary level in collection of required information.
Secondary data includes written policy statements, work records, annual reports,
documentations, bulletins, write-ups, procedure charts, instructions, personal files, case histories,
site maps, follow up reports, suggestions done and field notes. All the policy papers related to
vision statement, mission set, objectives, guiding principles, code of conduct were referred,
reviewed and examined. To add, all the data was meaningfully related to the objectives of study,
the hypothesis to be tested and the intended results.
Analysis of the Results:
The focus in present study was on the qualitative analysis of the responses and results based on
case-by-case observations. To test the hypothesis, ANOVA has been applied in obtaining the F-
ratio values. As also, to understand the degree of responses in relation to organisational practices,
the mean and SD percentage value have been put-forth. As far as CEO data is concerned,
various levels of discussions were undertaken from time to time. The results are presented
verbatim in a form of question-answer structures focusing on quality aspect of CEO‟s responses.
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12. Period of Study:
The total span of time utilized to collect actual data for the present study was ten months. A
series of pre-observation and discussions were held from time to time over a period of two years
and very many factors were identified and finally put to test after pilot work was undertaken.
However, for present study, the actual data was collected during 2000-2001.
Uniqueness of the Study:
The study has been undertaken to come out with apt practices for overall
enhancement and development of human resources and organisation as a whole through
empowering employees. In fact, developing global standard strategies and practices has been the
focus throughout the study.
1. There has been an attempt made to draw up theories, model development and how such
system should be practiced at macro level. The model specifies the priority area of instituting
empowerment practices step by step.
2. Several valid empowering areas have been identified while knowing the intensity of such
practices. To add, How to create a challenging, satisfying work environment and strategies for high
performance work force is found.
3. It is not only system, which makes an organisation and work force empowered, but, an
attempt has also been made to know the required essential human traits needed.
4. Besides identifying the Management practices that can significantly affect a company‟s
performance, we‟ve developed a list of leadership behavior that supports excellence in each
practice.
5. We could identify which work place culture actually worked. In other words, we could
conclude that improving on specific practices guarantees a company‟s superior performance and
that fumbling at those practices is bound to worsen performance.
6. An attempt has been made to utilize the results of the study on a larger canvas, where
Individual, Organisation, Academic and Research Institute could be benefited.
Limitations of the Study:
a) The work pertains to PPL, an engineering based organisation.
b) Of 73 total employees, 62 responded and a total of 60 have been included finally in the
study, whereas, two respondents could not complete the questionnaire.
c) An attempt was done to illicit responses from the employees, who left the organisation,
but could not do it. They could have been the potential respondents.
d) Since, all the respondent employees were male, generalization as to how people differ in
gender and perception of empowerment is limited.
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13. Chapterisation of the thesis
Chapter 1
Each Chapter opens with the contemporary vignette drawn from the real world and is
interconnected, but, at the same time, they reflect different focuses of study. The opening vignette
set a relevant application for all and helps relate more to theoretical content of each chapter to real
events, real people and real organisation. The work opens with the history of how people
management was undertaken in organisation and the paradigm shift towards Employee
Empowerment. It also focus on how various Management Gurus, Experts, Professionals and
Management thinkers over a period of time have given their views on developing and managing
Human Resources. It also addresses the challenges facing managers in the new economy and how
culture affects organisation life.
Chapter 2
Second Chapter includes the review of how researchers have studied the concept of empowerment
and various works done in different organisations. This chapter provides a broad over-view of how
practicing empowerment was beneficial. It looks at the issue of empowerment, employee
perception and the outcomes of studies undertaken. The discussion in part one and two provides
the context of human resource development and management and prepares the groundwork for rest
of the work.
Chapter 3
The Chapter deals with the methodology followed. What was the issue that the study tried to
probe; the objectives with which the study went about; the hypothesis formulated; and the various
methods of data collection adopted throughout the study. The chapter also speaks about the scope
of the study and the benefits, per se.
Chapter 4
Fourth Chapter deals with data analysis and interpretation, which is divided into two sections. First
part deals with the data collection from all the respondent employees (60); where as, next section
deals with data collected from the CEO / MD.
Chapter 5
Discussion about the foregone results is described in the fifth chapter with supportive work. The
chapter focuses on the present work done, the practices undertaken and the outcomes. The results
are also looked in contrast with other Research findings, per se.
Chapter 6
The work concludes with the observations done in Research work. Conclusions and workable
tentative suggestions and avenues for further research are outlined. The historical events and
development of the organisation – PPL, Questionnaire / schedule and Reference sources and works
forms the other section of the thesis work.
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14. Results:
Findings of the Study
ENQUIRY AREA Strongly Agree Can't Say Disagree Strongly
Agree disagree
Value to Human is high in Organisation 41 18 0 0 1
68.3 30.0 0 0 1.7
Each are accountable for their action 32 27 0 0 1
and can't blame others 53.3 45.0 0 0 1.7
Honesty & truthfulness is the only policy 49 10 0 0 1
in organ 81.7 16.7 0 0 1.7
The organisation makes you insecure sometimes 0 2 6 37 15
0 3.3 10.0 61.7 25
Each is boss in himself 16 38 2 3 1
26.7 63.3 3.3 5.0 1.7
Most people are conservative & not open 0 9.0 17.0 32.0 2
0 15.0 28.3 53.3 3.3
Every thing is not negotiable here & 3 20 8 28 1
some matters are rigid 5.0 33.3 13.3 46.7 1.7
I am paid just to work 2 30 1 21 6
3.3 50.0 1.7 35.0 10.0
There is red tapsim & more bureaucracy 0 2 3 29 26
0 3.3 5.0 48.3 43.3
Common rooms are shared 7 34 4 14 1
11.7 56.7 6.7 23.3 1.7
I am been trusted in Organisation 35 24 1 0 0
58.3 40.0 1.7 0 0
Some have hidden agendas 4 3 9 34 10
6.7 5.0 15.0 56.7 16.7
I blame others for over all failure 0 0 4 43 13
0 0 6.7 71.7 21.7
Top person doesn't believe me easily 1 4 6 44 5
1.7 6.7 10.0 73.3 8.5
Ends are important then means in Organisation 23 21 3 12 1
38.3 35.0 5.0 20.0 1.7
Management is subjective here 5 10 8 33 4
8.3 16.7 13.3 55.0 6.7
Management hardly recognize hard work 1 6 6 39 8
1.7 10.0 10.0 65.0 13.3
We don't try new things because of Management's 0 2 2 40 16
Attitude 0 3.3 3.3 66.7 26.7
Management is open to idea‟s & more 31 28 0 0 1
information sharing 51.7 46.7 0 0 1.7
Management creates fear phobia some times 0 1 5 31 2
0 1.7 8.3 51.7 38.3
Management does not share confidential 2 9 12 31 6
matters with me 3.3 15.0 20.0 51.7 10.0
It is not transparent Management 6 7 2 32 13
10.0 11.7 3.3 53.3 21.7
They have their own people 5 15 11 18 11
8.3 25.0 18.3 30.0 18.3
We have threatening atmosphere to learn & 4 1 1 32 22
develop continuously 6.7 1.7 1.7 53.3 36.7
Each has confidence/faith in team members 10 42 4 4 0
16.7 70.0 6.7 6.7 0
Management also encourages team at all level 10 32 14 3 1
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15. 16.7 53.3 23.3 5.0 1.7
Management feed back is always subjective 2 8 13 34 3
3.3 13.3 21.7 56.7 5.0
Management has close door discussion some times 0 4 9 32 15
0 6.7 15.0 53.3 25.0
There are some polices to be shown and some 0 2 7 33 18
polices to practice 0 3.3 11.7 55.0 30.0
The boss is always right & can't be questioned 2 13 5 35 5
3.3 21.7 8.3 58.3 8.3
People are hardly trusted & spying is done 1 4 0 35 20
1.7 6.7 0 58.3 33.3
Based on likes / dislikes, some are protected 1 2 11 38 8
1.7 3.3 18.3 63.3 13.3
Decisions are objective 6 12 10 28 4
10.0 20.0 16.7 46.7 6.7
Some are favored while taking decision 0 2 12 38 8
[Subjective] 0 3.3 20.0 63.3 13.3
I am also involved in decision-making 3 22 23 11 1
process at all level 5.0 36.7 38.3 18.3 1.7
Managers spy me 1 1 6 37 15
1.7 1.7 10.0 61.7 25.0
Every one can have own objectives, mission, goals 11 37 6 5 1
18.3 61.7 10.0 8.3 1.7
Every recognition is made known to all 7 37 10 6 0
11.7 61.7 16.7 10.0 0
I usually work to get recognition 2 10 14 31 3
3.3 16.7 23.3 51.7 5.0
The Employee Results on Variance Skewness and Kurtosis
Indices Mean SD Variance Skewness Kurtosis
Accountability 8.5 1.789 3.203 -1.238 3.173
Shared Information 7.43 2.606 6.792 -1.558 2.858
Freedom to Critize Boss 3.26 2.223 4.944 1.010 0.616
Each is Boss 8.48 2.514 6.321 -2.643 5.706
No Bureaucracy 8.81 2.317 5.372 -3.148 9.358
Involvement in OD 6.66 3.452 11.920 -0.858 -0.740
Each is trusted 9.43 1.332 1.775 -6.190 44.022
Each are Responsible 8.55 1.943 3.777 -2.915 11.262
Transparent Mgt 7.73 2.821 7.961 -1.333 0.378
Open Communication 7.21 2.059 4.240 -2.084 3.806
Balanced Policies 8.41 2.812 7.908 -2.472 4.782
No Air for Ego 5.33 2.595 6.734 -1.271 o.467
As many as 121 different angles were put to test
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16. Showing the ANOVA Results
Category Sum of Square df Mean Square F-ratio Significance level
Age
BG 2261.840 2 1130.920 .630 .536
WG 102375 57 1796.045
Total 104636
Experience
BG 3147.639 1 3147.639 1.799 .185
WG 101489 58 1749.806
Total 104636
Education
BG 3814.079 2 1907.04. 1.078 .347
WG 100822 57 1768.813
Total 104636
Department
BG 110.2851 1 110.285 .061 .805
WG 104526 58 1802.174
Total 104636
Note: B/W: Between the Group W/G: Within the Group
Shows the Results of Employees viewing Leadership of CEO
ENQUIRY AREA Strongly Agree Can’t Say Disagree Strongly
Agree Disagree
Result oriented 22 30 3 5 0
36.7 50.0 5.0 8.3 0
Respects all 26 32 2 0 0
43.3 53.3 3.3 0 0
Encourages at all times 26 31 2 1 0
43.3 51.7 3.3 1.7 0
Motivation oriented 25 30 5 0 0
41.7 50.0 8.3 0 0
Looking for new challenges 24 34 1 1 0
40.0 56.7 1.7 1.7 0
Openly criticizes for better 10 19 12 11 8
16.7 31.7 20.0 18.3 13.3
Preaching one & practicing differently 0 6 5 28 21
0 10.0 8.3 46.7 35.0
Visionary 22 22 4 8 4
36.7 36.7 6.7 13.3 6.3
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17. Showing the Mean and SD Results of Employees viewing Leadership of CEO
Category N=60 Mean SD
Age
< 30 25 67.12007.5240
30-39 25 63.760010.8715
40+ 10 56.300016.7136
TOTAL 60 63.916711.3097
Experience
<10 33 67.00007.2241
10+ 27 60.148114.1141
TOTAL 60 63.916711.3097
Education
Upto SSLC 24 53.416710.8824
PU/BA/BSc 20 65.90006.3735
PG/Engg/Dip 16 62.187516.1626
TOTAL 60 63.916711.3097
Department
Managerial 22 62.500012.1332
Other 38 64.736810.8868
TOTAL 60 63.916711.3097
Concluding Remark:
The organisation is in the process of creating global systems that serve the mission and vision and
incredible things happen and this is how empowerment and empowering employees has been
created at work place in the organisation. The leader with the vision and mission can turn the very
face of organisation and great strides can be achieved as has been seen in the organisation under
the preview of the study.
It should also be noted that, empowerment and empowering employees is a holist approach and
all the systems, practices, people, leadership, culture, ethos, policies and principles should
together join hands in working at it. If a single element in this entire system is missing,
empowerment can hardly be practiced. Today, employees at every level expect to be treated as
valued members of their organisation. They also seek power for better organisational deeds.
The vision of the leader has paved the way for an introduction of all these. They are now paying
dividends.
The experiment has come a long way. Today the results of such efforts are also far
reaching. The organisation can safely boast of having highly motivated and committed workforce:
employees who handle their responsibilities professionally and have the inherent capability to take
independent decisions; a low employee turnover; and a disciplined and confident workforce with
open and transparent behavior. The industrial climate is also free from disputes. All these
17

18. practices make for the good image the organisation carries today in the market, while enjoys the
reputation of high ethical organisation.
But, one thing is clear. At this particular time in history, with thousands of our major organisations
facing global challenges and some even unable to cope in managing to the extent needed, it is little
wonder that organisational anxiety about future will be much wide spread in our country in the
days to come. We are likely to see more efforts of empowerment in future. We are put at end by
stating that, “there is nothing Indian Organisations need more at this moment than a true
RENAISSANCE strategy towards human resource development and management at every level”.
Empowerment and empowering employees in organisation is the answer.
Recommendations for Empowerment strategies to be instituted
First RULE:
The first rule is that there are NO rules. Don‟t have any particular rule to perform an assignment,
work or activity. Ends and means are important, and stress for ethical means to reach the desired
ends. Promote and allow each employee to follow his own rules as far as ethical ways are adopted
because each is different at work. Each is different, each comes from different culture and work
practices. Employee should set his or her own standards. Rules also don‟t mean that, one can go
out of the boundary.
Plat form for Empowerment:
Be prepared thoroughly to experiment power distribution and delegated responsibility. A proper
grounding is required and do not be in a hurry. One may start the practice and may not get the
desired results immediately. Study and understand what has to be looked into: the system, the
practices, the people and the leadership. Each stage requires careful study and each step should be
followed by next appropriate step. Also, look at how much empowerment is too much. There are
certain essentials, which have to be seen and worked out:
 Is organisation policy apt to practice empowerment;
 Is leadership at all level visible;
 Is employee‟s behavior transparent;
 Are they truthful and faithful;
 Do employees accept challenges, and
 Can employees at this stage understand the sprit of empowerment
Describe the Autonomy:
Liberty is to be felt, rather than given. Autonomy in choosing the work, assignment, production
style, prioritising of the task…. are to be felt by the employees. The feeling that one has
independence and the liberty in one‟s area of work will boast the morale and motivate employees.
Autonomy in choosing the work style, manufacturing the products, scheduling the work area and
autonomy in deciding the future course of action will be of prime importance in empowerment
exercise. One should psychologically feel the autonomy and freedom to perform. All ways,
systems and work place practices should make one feel liberated to perform towards corporate
advantage.
18

19. Define the purpose:
Each employee needs to know what is that the organisation wants from him and what‟s the
organisation purpose and objective. Define the organisation purpose and that of individual
purpose. Make them also realise how purpose was built and how it can be realised and fulfilled by
each. Define the purpose of the organisation, the purpose of empowerment and the purpose of why
and how power is given to them and the difference they can make. People should be told the very
purpose of WHY of all the activities undertaken in the organisation while empowering them.
When an empowering exercise has been practised and employees liberated through sharing the
power, there are some who may not understand the sprit behind it. Make them realise why such a
particular act or action has been initiated.
Open Door:
Follow the principle of transparency in all the activities and functioning. Be open and clean in
approach, action and follow-up work. Never should the management create an impression among
the employees that they are dissatisfied with management behavior, attitude and the reason being
the closed approach of management. Never should employees feel insecure owing to management
behavior and policy. Their (management) behavior, attitudes, style of functioning, ideas, empathic
behavior towards employee contributes and positive thinking makes all that difference in the
success of an organisation. Avoid dual policy of saying one and practising another. Create a
friendly management feeling through apt actions. This also signifies how the organisation could do
in the days to come.
Ownership Culture:
Ownership concept should follow on the rule that each is an owner and each are worth equally in
the exercise of running the organisation. Make each feel like an owner in himself. This could be
done through sharing equal responsibility and authority among all. While doing so, make your
employees feel like owners and make them understand and realise the ownership. Ownership is a
psychological feeling, which creates a personal World in itself. The concept that „I‟ have just come
to work should be removed and the feeling of „My Organisation‟ should suffice. They always need
to feel part of the organisation and not mere employees, who is paid to perform the work.
Leadership:
In this exercise of employee empowerment, develop leadership at all the stages, instead of making
orders and instructions come from one person. One voice could be of several voices put together.
A leader is to be understood in terms of shared voice, shared approach and shared organisation
endure. Leader need not be a power concentrated concept. Each should have the power in deciding
the destiny of the organisation. A good leader is one who leads the organisation from the back.
Priority:
Identify what systems and practices should follow at what point of time. Which should be the first
and the interconnection systems in a particular area? For Example: without trust, you cant
delegate; without delegating power, you can‟t share responsibility; without sharing responsibility,
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20. you cannot share authority; without sharing authority, you cannot give power; without power
distribution, no one is held accountable; without accountability, non can share the success; without
success, you cannot create a business. Hence, business is built on trust. In this exercise of
employee empowerment, one should decide what should follow what and how each should be
interrelated. Priorities the area of practices and relate one to another in a meaningful way towards
desired objective. Infact, check and build the foundation. Identify what has to be changed in the
organisation…personal; interpersonal; or organisational. Is it the Individual; group; department;
systems; practices or policies. Is it one section or several or all at the same time?
Recognition:
Decide how merit has to be recognised organisation wide. People should know „what‟ one‟s
contribution is towards the organisation and what work gets recognised. Follow and adopt good
governance. Keep financial awards as the last way to recognise one‟s contribution. People are
motivated and feel pleasure to receive appreciation in other forms, and those could be:
 A nice dinner with CEO;
 A personal Photo on the organisation wall, and of family members too;
 A place of workshop section to name after a person for his contribution;
 Membership to the Board;
 Membership to some Municipal or community council;
 Look to represent the organisation in the community;
 Look to lead the organisation for a day and more;
 Sees to decide the menu for others;
 An invitation as guest to CEO could make an employee as guest.
 There could several like these gestures. Identify those while recognition. Self esteem has to
be raised and people like this. Practice raising self-esteem. Self-esteem is the cause for building
civilizations.
Passion:
Passion cannot be instilled or purchased or can be brought from any place or person. One, infact,
cant transfer passion; instead, work place practices should instil passion towards reaching
organisation goals. Flat and circular work structure, commonality, due recognition for the work,
mutual trust, reposing faith in a person, assigning work objectively will create passion. Then
CREATE it. The management actions should be objectively executed and the entire organisation
issues should be objectively dealt. A clean practice creates passion and with passion, civilizations
are built. Management is crucial in creating passion work force and this can be done through clean
and professional policies and practices, per se. Be truthful and demonstrate it to everyone in the
organisation. It is the feeling of employees that they are „WITH‟ the organisation as the success
thumb rule while empowering employees.
Monitoring tool:
Monitor the balance of power from time to time at regular intervals. At times, group members
change their minds about the beauty of empowerment. Study the status and working of the system.
This also gives a picture of too fast, too slow, too much, not much analysis of the distributed
power. Evolve a scale (tool) for measuring empowerment programme. The scale could include:
 An analysis of power distribution;
 The analysis of delegated responsibility and the work done;
 The errors one has committed;
20

21.  The degree of accountable one is; and
 The liberty of freedom used and its post effect in one‟s behavior.
Have all this monitoring systems done through mentoring circles, monitoring group, peer group
and structured network. This has to be followed with continuous renewal phase. Document all the
monitoring work done and the course of follow-up action.
Attitudinal surveys:
People also feel to be treated as equal partners in the organisation. People also think about how
organisation should be. Conduct attitudinal surveys regularly. The span could depend on
organisational policy and time, but once in six months would be an ideal span. Survey should
include about the given power- whether it has been utilised; how much power is too much;
attitudes of employees towards the organisation goals, improvements, aspirations and ideas
generated. These surveys send the message that management cares and is concerned. In fact,
naming it as “our staff satisfying survey” would give proper thrust and push-up. The outcome of
attitudinal survey should be debated organisation wide.
Create Opportunity:
Opportunities are to be created equally to everyone, and he/she should be told to utilize them.
Provide them all the tools and resources for power to succeed. The healthy work place culture,
climate, practices and strategies are to be created over a period of time and worked-out
successfully and meticulously towards the organisation success. People should not develop the
feeling of deficiency in oppournity. Oppournity do come, but creating an oppournity to each
employee makes the difference. By crating oppournity, employee contributes significantly and on
the other, their feelings towards organisation are high.
Common language:
Improve the work place language organisation wide, from I to WE; One to ALL or US and ME to
they all. The systems like sharing commonplace, due recognition for the work done, information
to be transparent, equal power to all and the like are the management approach to be adopted.
People should feel that they share common feeling, which the organisation makes with better work
place ethos. The language should make them feel part of the organisation and not mere an
employee, who has come to earn the days livelihood. A language is after all shared human feelings
and this has to be instituted and developed organisationwide amongst all. Management also can
create this, if it deals objectively with all the issues in the organisation. A simple distension
amongst employees kills the sprit.
Power of Empowerment:
Make employees AWARE that empowerment exists and all ways of empowerment exercise are
open to them. People tend to look at power distribution as weakness of management and passing
the power towards employees as a punishment. Make employees realise how power has been given
to each, and how it has to be effectively used towards organisation growth. Also, make sure to
communicate how organisation is improved (will improve/has improved analysis) through
employee empowerment. Employees should realise the POWER of empowerment and the gains,
per se.
Time to empower or not to empower:
An initial human nature study needs careful understanding and analysis of individuals with respect
to:
 Who are cut above average at their level of responsibility;
21

22.  Does the person has the right technical / functional skills before one is empowered;
 Is an employee self-disciplined? Look for it because they have to work with no
supervision;
 Do people like to be empowered;
 Do people understand the sprit of power behind empowerment;
 Are people with EGO clash and status;
 Can an empowered employee be still further being empowered?
Can’t empower areas:
There are some areas you cannot empower and empowerment is restricted. These areas should be
keenly seen and understood. Otherwise, it is advisable to be cautious in these fields, like:
 Employees stating their own wages or scale to the post;
 Setting of the wages of top management;
 Deciding the time and quantum of bonus in bad times;
 Deciding the amount of dividend paid to share holders;
 Making down sizing decisions and deciding on the final employee selections;
 Deciding to work less than prescribed hours;
 Devoting organisation resources for personal reasons;
 Ignoring company policies;
 Spending and planning to spend company money beyond certain limits, and
 Creating a threatening „or else‟ climate.
Don’t impose empowerment:
An organisation perception and attitude survey from time to time needs to be crafted out. It could
also happen that few employees may be not just prepared to accept such work place systems and
practices. Don‟t impose or set time boundaries. Drive out the fear and illusion. Prepare their mind
and heart before one is empowered. Communicate the sprit behind such exercise.
There were 311 references, which includes papers, reports, research findings, articles and
research papers.
The final awarded thesis had 299 pages total.
It was awarded on 16th March, 2008.
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