M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document describes the research methodology used in a study on employee empowerment. The study was conducted at Polyhydron Private Limited in India, with the goal of understanding how innovative workplace policies and practices can empower employees and improve organizational performance. The methodology included administering questionnaires to all 73 employees to collect data on empowerment practices. The data was collected in three stages, including observation, discussion, and pooling responses. The study aimed to test hypotheses about how empowerment improves individual and organizational outcomes.
IRJET- The Strength of Human Resources in OrganizationIRJET Journal
The document discusses the importance and strengths of human resources in organizations. It makes 3 key points:
1) Human resources are a valuable asset for organizations and play a pivotal role in helping them achieve their goals and objectives through activities like recruitment, training, and performance management.
2) The strengths of human resources include creating innovation, enriching employee attitudes and behaviors, and having a positive impact on organizational performance when managed effectively through strong HRM systems.
3) Proper development and utilization of human resource skills and expertise is important for organizational success and improved effectiveness. Steps like training, motivation, and ensuring job satisfaction can optimize human resource contribution.
This document provides teaching notes for a case study on employee empowerment at an Indian organization. The case highlights unique HR strategies adopted to manage employees in a way that led to high commitment, efficiency, and business success meeting global standards. Key strategies included developing ownership culture and high-performance work systems through empowering employees. The goals of discussing the case are to understand the importance of people management and how HR can be innovatively developed through empowerment approaches.
This document reviews literature on competency-based management and its uses in organizations. It defines competency-based management as focusing on identifying the skills, knowledge, and behaviors needed for effective job performance. Competency models link these competencies to human resources processes like recruitment, training, performance evaluation, and compensation. The literature finds that competency-based management can improve organizational performance by developing employees' competencies, increasing workforce flexibility, and better integrating HR strategies with business goals. However, more research is still needed on competency-based management practices in Indian organizations specifically.
Transformational vs transactional leadership with examplesMoses Kabeyi
This document discusses and compares transformational and transactional leadership styles. Transactional leadership focuses on supervision and using rewards/punishments to motivate followers to achieve goals. Transformational leadership inspires followers to achieve higher standards through vision and motivation. Examples given are Jack Ma as transactional for focusing on existing Alibaba business model, while Bill Gates is transformational for sustaining Microsoft innovation. The conclusion is that both styles have strengths, and organizations may benefit most from mixing the approaches.
Leadership Capability Assessment among Young Women before entering the Corpor...IOSRJBM
In the modern, fast moving business environment a new breed of leaders are required for the changing technological revolution and discovery needs. People at the top are expected to think fast and adapt to the changes by finding new ways to their teams. The ability to meet those challenges is based on a combination of confidence on self and confidence on people who lead. Great leaders always inspire with their specific personal characteristics which set them apart from others. It is a human nature to know how one reacts in an extreme or challenging situation and how one is able to think and act beyond the usual boundaries and make a real difference in the business world. This article will try to find answers whether the young women who are about to graduate and step into the corporate world are able to assess their leadership potential or else whether they are good leadership material for the organizations. As the research say that women bring uniqueness to the organizations
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document describes the research methodology used in a study on employee empowerment. The study was conducted at Polyhydron Private Limited in India, with the goal of understanding how innovative workplace policies and practices can empower employees and improve organizational performance. The methodology included administering questionnaires to all 73 employees to collect data on empowerment practices. The data was collected in three stages, including observation, discussion, and pooling responses. The study aimed to test hypotheses about how empowerment improves individual and organizational outcomes.
IRJET- The Strength of Human Resources in OrganizationIRJET Journal
The document discusses the importance and strengths of human resources in organizations. It makes 3 key points:
1) Human resources are a valuable asset for organizations and play a pivotal role in helping them achieve their goals and objectives through activities like recruitment, training, and performance management.
2) The strengths of human resources include creating innovation, enriching employee attitudes and behaviors, and having a positive impact on organizational performance when managed effectively through strong HRM systems.
3) Proper development and utilization of human resource skills and expertise is important for organizational success and improved effectiveness. Steps like training, motivation, and ensuring job satisfaction can optimize human resource contribution.
This document provides teaching notes for a case study on employee empowerment at an Indian organization. The case highlights unique HR strategies adopted to manage employees in a way that led to high commitment, efficiency, and business success meeting global standards. Key strategies included developing ownership culture and high-performance work systems through empowering employees. The goals of discussing the case are to understand the importance of people management and how HR can be innovatively developed through empowerment approaches.
This document reviews literature on competency-based management and its uses in organizations. It defines competency-based management as focusing on identifying the skills, knowledge, and behaviors needed for effective job performance. Competency models link these competencies to human resources processes like recruitment, training, performance evaluation, and compensation. The literature finds that competency-based management can improve organizational performance by developing employees' competencies, increasing workforce flexibility, and better integrating HR strategies with business goals. However, more research is still needed on competency-based management practices in Indian organizations specifically.
Transformational vs transactional leadership with examplesMoses Kabeyi
This document discusses and compares transformational and transactional leadership styles. Transactional leadership focuses on supervision and using rewards/punishments to motivate followers to achieve goals. Transformational leadership inspires followers to achieve higher standards through vision and motivation. Examples given are Jack Ma as transactional for focusing on existing Alibaba business model, while Bill Gates is transformational for sustaining Microsoft innovation. The conclusion is that both styles have strengths, and organizations may benefit most from mixing the approaches.
Leadership Capability Assessment among Young Women before entering the Corpor...IOSRJBM
In the modern, fast moving business environment a new breed of leaders are required for the changing technological revolution and discovery needs. People at the top are expected to think fast and adapt to the changes by finding new ways to their teams. The ability to meet those challenges is based on a combination of confidence on self and confidence on people who lead. Great leaders always inspire with their specific personal characteristics which set them apart from others. It is a human nature to know how one reacts in an extreme or challenging situation and how one is able to think and act beyond the usual boundaries and make a real difference in the business world. This article will try to find answers whether the young women who are about to graduate and step into the corporate world are able to assess their leadership potential or else whether they are good leadership material for the organizations. As the research say that women bring uniqueness to the organizations
This document provides a synopsis of a PhD thesis submitted in 2008 that studied worker empowerment at Polyhydron Private Limited in Belgaum, India. The thesis had the following objectives: 1) Understand how an innovative company can create an empowering workplace culture, 2) Study the impact of such practices on empowerment and organizational performance, 3) Identify the systems, practices, policies, and leadership that contribute to empowerment. The study tested several hypotheses related to empowerment and organizational success. It aimed to provide insights into developing an empowering culture and high-performance workforce.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The impact of corporate social responsibility on employee motivationRajkumar Adhikari
The document examines the relationship between corporate social responsibility (CSR) and employee motivation. It defines CSR as a company's commitment to behave ethically and improve quality of life for employees, local communities, and society. The study aims to analyze how intrinsic rewards, extrinsic rewards, internal CSR programs, and external CSR efforts correlate with organizational commitment and motivation. The conclusion is that motivating employees through CSR initiatives can help organizations acquire and retain top talent in today's competitive business environment.
Prevalence of SHRM Practices in Operational NGOs in Keralapaperpublications3
Abstract: Strategic Human Resource Management has become the buzz world today owing to its potential to bring forth result oriented management of the vital resources of an organization; the Human Resources. There has been many attempts to relate or rather prove the impact of SHRM practices upon the performance of various industries and this research paper is drafted depending on a study conducted on SHRM in operational NGOs in Kerala. Through this paper, an attempt is made to probe the way SHRM practices are being implemented in the NGOs by way of effective Talent Management. The analysis revealed a strong prevalence of SHRM practices especially with regard to Talent Management in the NGOs under study.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
Employers are seeking employees who have the necessary knowledge and skills for the job as well as flexibility and engagement as productive organizational citizens. Human resource management plays a key role in employee engagement and improving productivity through strategic hiring, training, incentives and creating a positive organizational culture. Productivity depends on individual, social and organizational factors and can be increased through leadership, HR policies, innovation, employee participation and motivation.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Ratan Tata effectively led the Tata Group through a period of major economic reforms in India from 1991 to 2012. He established control over the group by increasing Tata Sons' share in various companies from 1.5% to 26%. He also established the Tata brand identity by rebranding various companies with the 'Tata' name and monogram to unite them. Ratan Tata systematically communicated the Tata brand and values to the public through advertising campaigns. He motivated creativity and innovation in the group by establishing the Tata Innovation Forum and launching new products like the Tata Nano car. Ratan Tata also took steps to protect the established Tata brands from copying by other manufacturers.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
This document is a research project report submitted by Himanshu Shukla to Babu Banarasi Das University in partial fulfillment of an MBA degree. The research project examines work-life balance in the private banking sector in Lucknow, India under the guidance of Dr. Bhawana Pande. The report includes an introduction, industry profile, literature review, objectives, research methodology, data analysis, findings, recommendations, and conclusion. The report also includes certificates of completion, declarations, acknowledgements, prefaces, tables of contents, and a bibliography. The research aims to conduct a comprehensive study of work-life balance practices and challenges in the private banking sector in Lucknow.
Assessing the effect of hrm practices in university of educationAqsa Nawab
This document discusses assessing the effects of human resource management (HRM) practices on employee job performance at the University of Education in Lahore, Pakistan. The study examines how recruitment, training, and reward practices impact employee job performance. It reviews literature on the relationships between HRM practices and performance. The study aims to determine which HRM practices significantly correlate with employee job performance. It hypothesizes that effective HRM practices positively influence employee job performance.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
Administrative Behavior and Personal Traits of the School Heads of Bulan Dist...AkashSharma618775
This study determined the administrative behavior and personal traits of the School Heads of Bulan
Districts. The respondents in this study were the forty (40) elementary school heads. A simple random sampling
was used in this study. The survey questionnaire and documentary analysis were the main instrument in gathering
the necessary data supplemented with an observation and an unstructured interview. To determine the
relationship between the administrative behaviors of the school heads to their personal traits, chi-square test of
homogeneity was applied in this study. Appropriate statistical tools such as frequency count, percentage, weighted
mean and ranking were employed for the analysis and interpretation of the gathered data. The study established
that; there is no significant relationship between the administrative behavior of the school heads and their personal
traits. The study recommends that; school heads should be given ample opportunities to assess their personal traits
and administrative behavior so that they may align the said aspects to effective leadership.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
This document discusses achieving a sustainable competitive advantage through learning and talent development. It examines the learning and development process in different sectors in Bahrain and how this supports maximizing human capital potential, retaining talent, and strengthening business performance. Questionnaires were distributed to senior managers, line managers, and talent staff in the public sector, multinational companies, and local companies in Bahrain. The study concludes that a key to organizational success is having knowledgeable human capital through continuous learning and development to ensure achieving a sustainable competitive advantage. It recommends organizations develop a learning culture, human capital, engage and retain employees.
Organizational climate psychological engagement towards human side of man...dr m m bagali, phd in hr
This document discusses organizational culture and employee empowerment. It defines empowerment as giving decision-making authority and responsibility to employees at all levels of an organization. This allows employees freedom in how they do their jobs and influence the organization's direction. The document advocates for organizations to shift from a welfare approach to human resources to an empowerment approach. When employees are empowered and feel a sense of ownership, it can lead to higher productivity, commitment, and organizational success. The empowerment of employees is seen as especially important for companies operating in a competitive global environment.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. Leadership is defined as interpersonal influence to achieve goals through inspiration and motivation. Talent refers to innate gifts and skills that are matched to organizational needs. Engagement means employees are committed to an organization and its values, working to improve performance. The document stresses that leadership development, talent management, and engagement are interrelated and important for organizational success. Leaders must attract, develop, and retain top talent, while creating an engaging culture where employees are productive.
This document summarizes a study examining the impact of employee motivation on organizational effectiveness. It first reviews literature on the key concepts of motivation, employee motivation, and organizational effectiveness. It then discusses factors that can influence employee motivation, such as recognition, empowerment, rewards, leadership, and training. The study aims to determine how recognition and empowerment specifically impact employee motivation. It develops a model and hypotheses that employee recognition and empowerment positively affect motivation, and higher motivation is positively related to organizational effectiveness. The literature review provides support for these hypotheses.
The impact of corporate social responsibility on employee motivationRajkumar Adhikari
The document examines the relationship between corporate social responsibility (CSR) and employee motivation. It defines CSR as a company's commitment to behave ethically and improve quality of life for employees, local communities, and society. The study aims to analyze how intrinsic rewards, extrinsic rewards, internal CSR programs, and external CSR efforts correlate with organizational commitment and motivation. The conclusion is that motivating employees through CSR initiatives can help organizations acquire and retain top talent in today's competitive business environment.
Prevalence of SHRM Practices in Operational NGOs in Keralapaperpublications3
Abstract: Strategic Human Resource Management has become the buzz world today owing to its potential to bring forth result oriented management of the vital resources of an organization; the Human Resources. There has been many attempts to relate or rather prove the impact of SHRM practices upon the performance of various industries and this research paper is drafted depending on a study conducted on SHRM in operational NGOs in Kerala. Through this paper, an attempt is made to probe the way SHRM practices are being implemented in the NGOs by way of effective Talent Management. The analysis revealed a strong prevalence of SHRM practices especially with regard to Talent Management in the NGOs under study.
strategic human resources management and it's vital role in organizational co...Dr.Yaser Aref
This thesis investigates the role of strategic human resource management (SHRM) in creating competitive advantage for companies in the UAE. The document provides background on SHRM and competitive advantage. It outlines the research problem which is to examine the relationship between human resource practices, knowledge creation, and competitive advantage. The objectives are to study how socialization practices, training programs, and human resource behavior can generate and develop competitive advantage. The importance of the research is that knowledge workers are increasingly important, so human resource management must help create and share knowledge to sustain competitive advantages.
Employers are seeking employees who have the necessary knowledge and skills for the job as well as flexibility and engagement as productive organizational citizens. Human resource management plays a key role in employee engagement and improving productivity through strategic hiring, training, incentives and creating a positive organizational culture. Productivity depends on individual, social and organizational factors and can be increased through leadership, HR policies, innovation, employee participation and motivation.
Effect of Spiritual Intelligence and Asta Brata Leadership to the Culture of ...IOSR Journals
Human resources (HR) that talented employees are the foundation of an organization in a competitive advantage. A strong foundation for an organization to improve performance is the main one of which comes from the quality of Employment Performance. Basically Human Resources (HR) refers to people in the organization. Without effective people, it seems impossible for the organization to achieve its objectives. Human resources to make the resources with other organizations to run optimally. Quality employees working in an organization can be influenced by the cultures that are in the organization. Organizational culture is a reflection of the behavior of the employees from the application of values prevailing in the organization. Quality performance can likewise sourced from spiritual intelligence and leadership qualities of being a model of supervision that worked by employees. In this study, used the organizational culture Culture and Leadership Tri Hita Karana Astra Brata as variables tested to determine its effect on Employment Performance through Cultural Tri Hita Karana in Badung Regency Village Credit Institutions of Bali. Results showed that that the Spiritual Intelligence and Astra Brata Leadership have an influence on the culture of Tri Hita Karana, but the The Culture of Tri Hita Karana can not be mediating the effect of Spiritual Intelligence and Astra Brata Leadership. Astra Brata proven leadership directly affects the performance displayed by employees at Village Credit Institutions of Bali Badung regency. Total R2 value of 88.4% indicates that the diversity of data that can be explained by the model is equal to 88.4%. While the remaining 11.6% is explained by other variables (which is not contained in the model) and error
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Ratan Tata effectively led the Tata Group through a period of major economic reforms in India from 1991 to 2012. He established control over the group by increasing Tata Sons' share in various companies from 1.5% to 26%. He also established the Tata brand identity by rebranding various companies with the 'Tata' name and monogram to unite them. Ratan Tata systematically communicated the Tata brand and values to the public through advertising campaigns. He motivated creativity and innovation in the group by establishing the Tata Innovation Forum and launching new products like the Tata Nano car. Ratan Tata also took steps to protect the established Tata brands from copying by other manufacturers.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
This document is a research project report submitted by Himanshu Shukla to Babu Banarasi Das University in partial fulfillment of an MBA degree. The research project examines work-life balance in the private banking sector in Lucknow, India under the guidance of Dr. Bhawana Pande. The report includes an introduction, industry profile, literature review, objectives, research methodology, data analysis, findings, recommendations, and conclusion. The report also includes certificates of completion, declarations, acknowledgements, prefaces, tables of contents, and a bibliography. The research aims to conduct a comprehensive study of work-life balance practices and challenges in the private banking sector in Lucknow.
Assessing the effect of hrm practices in university of educationAqsa Nawab
This document discusses assessing the effects of human resource management (HRM) practices on employee job performance at the University of Education in Lahore, Pakistan. The study examines how recruitment, training, and reward practices impact employee job performance. It reviews literature on the relationships between HRM practices and performance. The study aims to determine which HRM practices significantly correlate with employee job performance. It hypothesizes that effective HRM practices positively influence employee job performance.
This document is the final exam for a course on managing organizations and human resources. It asks students to identify and evaluate three human resource practices that can create competitive advantage. The document includes an abstract and sections on recruitment and training of employees, rewards, participative structures, and conclusions. It reviews literature showing that effective HR practices like rigorous selection, training, comprehensive incentives, and participative decision-making can increase employee motivation and performance when bundled together systematically. Recruiting the right employees and providing ongoing training is identified as important for competitive advantage, as is implementing reward systems like pay-for-performance to enhance motivation.
The document discusses competency mapping. It explains that competency mapping identifies an individual's strengths and weaknesses to help them understand where to direct career development efforts. Competency mapping is important for organizations facing rapid change from globalization, increasing competition, and new technologies. Competencies are the intellectual, managerial, social and emotional capabilities derived from job roles that are critical for effective performance. Competency mapping allows organizations to develop their human resources and ensure they have the skills needed to compete in today's fast-paced global marketplace.
Administrative Behavior and Personal Traits of the School Heads of Bulan Dist...AkashSharma618775
This study determined the administrative behavior and personal traits of the School Heads of Bulan
Districts. The respondents in this study were the forty (40) elementary school heads. A simple random sampling
was used in this study. The survey questionnaire and documentary analysis were the main instrument in gathering
the necessary data supplemented with an observation and an unstructured interview. To determine the
relationship between the administrative behaviors of the school heads to their personal traits, chi-square test of
homogeneity was applied in this study. Appropriate statistical tools such as frequency count, percentage, weighted
mean and ranking were employed for the analysis and interpretation of the gathered data. The study established
that; there is no significant relationship between the administrative behavior of the school heads and their personal
traits. The study recommends that; school heads should be given ample opportunities to assess their personal traits
and administrative behavior so that they may align the said aspects to effective leadership.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
This document discusses achieving a sustainable competitive advantage through learning and talent development. It examines the learning and development process in different sectors in Bahrain and how this supports maximizing human capital potential, retaining talent, and strengthening business performance. Questionnaires were distributed to senior managers, line managers, and talent staff in the public sector, multinational companies, and local companies in Bahrain. The study concludes that a key to organizational success is having knowledgeable human capital through continuous learning and development to ensure achieving a sustainable competitive advantage. It recommends organizations develop a learning culture, human capital, engage and retain employees.
Organizational climate psychological engagement towards human side of man...dr m m bagali, phd in hr
This document discusses organizational culture and employee empowerment. It defines empowerment as giving decision-making authority and responsibility to employees at all levels of an organization. This allows employees freedom in how they do their jobs and influence the organization's direction. The document advocates for organizations to shift from a welfare approach to human resources to an empowerment approach. When employees are empowered and feel a sense of ownership, it can lead to higher productivity, commitment, and organizational success. The empowerment of employees is seen as especially important for companies operating in a competitive global environment.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. Leadership is defined as interpersonal influence to achieve goals through inspiration and motivation. Talent refers to innate gifts and skills that are matched to organizational needs. Engagement means employees are committed to an organization and its values, working to improve performance. The document stresses that leadership development, talent management, and engagement are interrelated and important for organizational success. Leaders must attract, develop, and retain top talent, while creating an engaging culture where employees are productive.
Leadership development strategies dr. ssonkoCiarafrica
This document discusses leadership development strategies that enhance talent and engagement. It defines key concepts like leadership, talent, and engagement. It discusses the importance of leadership development and identifies competencies organizations should focus on, like leading change, leading people, driving results, and building coalitions. It outlines strategies for leadership development, including identifying current and potential leaders, succession planning, coaching/mentoring, developing skills roadmaps, and providing challenging assignments. The goal of these strategies is to develop a strong internal pipeline of talent and leaders to ensure organizational success.
MM Bagali; India; Research in HR; Empowerment and CE: HR strategy; HRM;H RD; ...dr m m bagali, phd in hr
This document summarizes an empirical study conducted by M.M. Bagali on employee empowerment practices at an Indian manufacturing company called PPL. The study examines the unique strategies adopted by PPL's CEO, Suresh B. Hundre, to develop a high-performance and empowering workplace culture. Through interviews with the CEO, the study identifies several practices that contributed to employee empowerment at PPL, including transferring power to employees, developing trust and transparency, involving employees in decision-making, and making employees accountable. The empowerment practices helped PPL achieve success and global standards while also developing a committed workforce. The study aims to advocate for empowerment-oriented human resource practices and understand how to develop organizations and
The document discusses emerging trends in talent management practices for new economy organizations. These trends are being shaped by factors like the rise of new economy organizations, changing worker aspirations, expanding opportunities, and a shortage of skilled talent. Effective talent management is critical for these organizations' success as it allows them to attract, retain, and utilize high quality talent. Past talent practices focused on lifetime employment are no longer suitable given today's dynamic workforce which expects short-term assignments and a more transactional relationship with employers. New talent practices must align with these new professional values and address challenges like balancing collaboration and competitiveness. The study examines the impact of high performance talent management practices on organizational outcomes like productivity and financial performance.
This document discusses emerging trends in talent management practices for new economy organizations. Traditional talent management practices focused on lifetime employment are no longer effective given changes like shorter employee tenures, more transactional employee relationships, and a more global and diverse workforce. The study examines how talent attraction, performance management, learning and development, rewards, and other practices impact employee motivation, engagement, and retention. It aims to determine the effect of high-performance talent management on organizational outcomes like productivity and financial performance. Data was collected through surveys from Indian companies and analyzed to identify relationships between practices and outcomes.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
This chapter introduces concepts related to organizational commitment and the methodology used for the present research. It discusses the evolution of human resource management in India from a controlling to a more participative model. It also outlines the textile industry context in India, which is a major employer but has both modern mechanized sectors and traditional decentralized sectors like handlooms. The chapter reviews different types of organizational commitment and their relationship to HRM practices and employee attitudes.
This document is a dissertation submitted by a student to Amity University in partial fulfillment of a Bachelor of Commerce degree. It examines employee motivation practices at Big Bazaar department stores in India. The dissertation includes chapters on introduction/background on Big Bazaar and its HR department, literature review on motivation theories, research methodology used, results and discussion of findings. Key findings include that employees are motivated by salary increments, performance appraisals, training programs, and both financial and non-financial incentives. The dissertation aims to understand employee responses to the motivation factors provided by Big Bazaar and their level of satisfaction.
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
1) The document discusses employee empowerment practices at an Indian engineering company called Polyhydron Private Limited.
2) The study found that by empowering employees and giving them autonomy, accountability, and involvement in decision making, the company achieved high motivation, commitment, and performance from its workforce.
3) Key aspects of the company's empowering culture included sharing responsibility and power, transparent communication, independent decision making, and treating employees like owners.
4) As a result of these empowerment practices, the company boasted a highly motivated and committed workforce with low turnover that handled responsibilities professionally.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
Hierarchical latent variable models in pls semAmanatAli57
This document summarizes a research study that examined the relationship between human resource management (HRM) practices and innovative ability of employees in the banking sector of Vehari, Pakistan. The study investigated how six HRM practices (reward strategy, recruitment strategy, performance appraisal, career-oriented trainings, performance-oriented trainings, and career management) related to innovation and whether organizational culture moderated this relationship. Survey data found partial support for the relationship between HRM practices and innovation. Reward strategy, recruitment strategy, and performance appraisal positively predicted innovation, while career management also had a positive impact. However, career-oriented and performance-oriented trainings did not predict innovation. Organizational culture was found to negatively moderate
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
Leadership Formulation
Formulating Leadership
In today's workforce, there are several ways in which organizations can pursue individual or group talent to represent all it stands for and how it would like to be presented to the workforce. Successfully recruiting people should start with the organization realizing what its purpose is and how it plans to remain relevant along with many other organizations doing the same things. Once recruited and trained, it is important organizations find a means of retaining these individuals who excel in all areas and portray the characteristics of one who can eventually lead the staff in their charge as well as ensure new talent is brought in to keep the organization growing.
Leadership Development
Leadership development is a critical focus area for any organization that needs to be successful. In such a constantly changing business world leadership trends and practices need to keep evolving to adapt to the shifts in the environment (Snyder, 2013). One of the rapidly increasing trends in leadership development is the increased hiring and development of millennial workers into leadership positions. Leadership needs a lot of skills and experience, and as much as an organization may want to put millennial workers into leadership positions, they need to make sure that they are ready. Best practices for increasing the number of millennial leaders in an organization include:
Leadership Training
Organizations need to ensure that they engage their millennial workforce in both internal and external leadership training sessions. Leadership training is necessary for developing leadership skills and competencies in millennial leaders. This works as a mentorship program to enable experienced leaders to pass knowledge and expertise in leadership, they have gained with experience to the millennial. This is helpful since it allows them to gain leadership expertise which positions them to be viable for leadership positions in the organization.
Delegation of Responsibilities
This is a role that is very difficult for most managers in an organization since they fear incompetence. A delegation of roles and responsibilities is, however, crucial in developing millennial leaders since it gives the millennial workers and individuals the chance to show what they can do and a learning opportunity on how to carry out various leader roles. They can learn through feedback and thus gives then the opportunity to develop more skilled and empowered leaders.
Giving the Millennial a Voice inside the Organization
This is a form of engagement whereby they are encouraged to raise their opinions on various issues affecting the organization and in the decision-making process. Giving them a voice helps to develop more value for the employees and it also helps the administration to identify individuals among the millennial employees with the potential of being leaders. This also contributes to expand their skills in communication and ...
Similar to MM Bagali......... Research.....PhD........ Research........ PhD......Empowerment..... XLRI......XLRI..... (20)
The document describes an Industry-Institute Interaction program between May 2020 and November 2020. It states that 80 top corporate executives with over 100 quality man-hours of interaction time and 1,234 cumulative years of experience addressed over 6,000 students and faculty. Experts from countries like the US, UK, Canada, Dubai, Malaysia, Singapore, and India participated. The document also includes numerous web links to recordings and materials from presentations given during the program.
The document promotes an advanced center for human resources and industry interface that organizes webinars to connect people from various leadership positions. It provides a proposal attachment for interested parties and welcomes 2021 as a new beginning. The center aims to design different paths and provide a vision for organizations through industry-institute interface.
This document provides a summary of an individual's professional experience and qualifications. It includes 23+ years of experience in teaching HR, HRM, and related fields at various business schools. He has guided 15 PhD students to completion and 11 M.Phil students. He has over 150 research papers published and has received several awards and honors for his work in academia and research.
The document discusses the need for greater industry-institute interaction to bridge the gap between what industry expects from students and their actual preparedness. It notes that while students are strong academically, industry wants students who are billable from day one and can stay relevant. A framework is needed for regular connection and knowledge-sharing between industry and academic institutes. Benefits of increased interaction include improved rankings, faculty development, and opportunities for students like internships, mentoring and projects. A plan is proposed for industry experts to give monthly online presentations to students, with the institute responsible for scheduling, promotion and student participation.
Dr. M M Bagali is a PhD supervisor who has supervised and awarded 14 PhDs and 1 MPhil between 2014-2019 at JAIN University in the area of management science. He has also examined 6 other university PhD works as an external examiner. Currently, he is a member of the Board of Studies for Management Science at Visvesvaraya Technological University where he mentors several PhD scholars and is involved in PhD related activities like finalizing guides and overseeing student progress.
This document lists 33 research publications by Dr. MM Bagali from 2010 onwards after receiving his PhD. The publications include journal articles published in various international journals on topics related to human resource management, organizational behavior, and management. Many of the publications focus on empirical research studies conducted in organizations in India, particularly related to issues like workplace stress, work-life balance, diversity, and training and development. The listings provide details on the title, journal name, year of publication, and links to access the full publications.
1. Dr. M M Bagali has two PhDs, one in Management from a 5-star NAAC university in India and one in Social Work-HR from another 5-star NAAC university in India.
2. Dr. Bagali has published over 90 research papers, with two winning awards as the best research paper and best case study.
3. Several endorsements praise Dr. Bagali's work on employee empowerment and its benefits for inspiring commitment, innovation, and initiative.
MM Bagali ....IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... IPL ..... miss you this time; come soon ..... MM Bagali ....IPL ..... miss you this time; come soon .....
MM Bagali / PhD in Management Science / PhD / Research / Management ..........dr m m bagali, phd in hr
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar was guided by MM Bagali and had an external expert, Mukta Kulkarni from IIMB. The document provides brief details about a recent PhD defense including the scholar, date, location, and those involved in the process.
A PhD scholar at JAIN University in Blore defended their PhD work on March 14th, 2020. The scholar's name was Kiran M and their guide was MM Bagali. An external expert, Mukta Kulkarni from IIMB, was also present for the defense.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
MM Bagali......... Research.....PhD........ Research........ PhD......Empowerment..... XLRI......XLRI.....
1. http://mls.sagepub.com/
Management and Labour Studies
http://mls.sagepub.com/content/26/2/109
The online version of this article can be found at:
DOI: 10.1177/0258042X0102600204
2001 26: 109Management and Labour Studies
M M Bagali
Employee Empowerment: A New Strategy for Creating a High Performance Work Force
Published by:
http://www.sagepublications.com
On behalf of:
XLRI Jamshedpur, School of Business Management & Human Resources
can be found at:Management and Labour StudiesAdditional services and information for
http://mls.sagepub.com/cgi/alertsEmail Alerts:
http://mls.sagepub.com/subscriptionsSubscriptions:
http://www.sagepub.com/journalsReprints.navReprints:
http://www.sagepub.com/journalsPermissions.navPermissions:
http://mls.sagepub.com/content/26/2/109.refs.htmlCitations:
What is This?
- Apr 1, 2001Version of Record>>
by guest on March 26, 2012mls.sagepub.comDownloaded from
2. NOTES AND COMMENTS
Editor's Note: The article printed below is a truly extraordinary example of employee
empowerment. The methods followed by the organization studied would be considered
revolutionary anywhere in the world and even more so in India. In fact, 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.
EMPLOYEE EMPOWERMENT: A NEW STRATEGY FOR CREATING
A HIGH PERFORMANCE WORK FORCE
M M Bagali*
Developing and Managing Human Resources forms the
major component of organizational development and
growth. There are many ways through which HR is
developed and managed. The present buzzword is
Empowerment. The present study highlights how it was
possible for an organization to develop an outstanding
organization and thus create a place to work, where each
one was proud and happy to be associated with the
organization. The study found many strategies for
managing HR, which were unique in the Indian context.
The study pleads for a shift from all the theories of HR
management towards a culture of empowerment and
employee ownership.
Introduction
We are living in a time of complex
challenges in our collective lives. A whole
gamut of leadership crises is evident in our
organizations and businesses. From all
areas of our society, and from the world at
large, we hear about crises of ineffective
structures and relationship. In the face of
these challenges, we are called to rethink
and renew relationships in our
organizations and our way of managing
and developing Human Resources. For all
these, a paradigm shift is needed, not only
to cope with the present situation, but to
know how one has to march in order to stay
at the top in business in the years to come.
• Dr. M M Bagali is Assistant Professor, HR & OB
stream, KLE Academy of Management of Studies,
Hubli - 580 031, Karnataka. India
Email: sanbag@rediffmail.com
In fact, how to make profits on the one
hand, and develop energetic and
passionate employee resources on the other
hand will be the factor most looked for in
the years to come. Managing human
resources has not remained the same as
before. Employee involvement, high
commitment, work culture, self managed
teams, delegation of decision making were
the buzzwords and the formulae for
success from 1980 to 1990. However,
theories have been rewritten and new
models developed because of rapid
development and global competition. To
catch up with the pace of these rapid
developments and to survive in the present
competitive world, the approach to human
resources development by management
has to be seen differently and scientifically
worked out.
by guest on March 26, 2012mls.sagepub.comDownloaded from
3. 110 Employee Empowerment: A New Strategy for Creating a High Performance Work Force
If Japan and Japanese organizations are
admired, it is for their unique way of
managing and developing their human
resources. The Japanese management ethos
has a long-lasting bearing at the work-
place. Practices such as open lines of
communication, clear objectives, high
ethical values, discipline, encouraging
creative work and leadership at all levels
produce miracles. Similarly, the stress on
equality for all, an open appraisal system,
displaying a high level of trust and faith in
people have produced almost miraculous
results. The present buzzword in
developing and managing human
resources is Empowerment and creating an
employee ownership culture. What does
this mean in practice?
The present buzzword in
developing and managing human
resources is Empowerment and
creating an employee ownership
culture. What does this mean In
practice?
Empowerment: A new paradigm in HRM
Gurus daily preach the need for
empowering the work force. Literature on
empowerment now abounds.
Empowerment means to vest authority in
employees, so that they do not remain just
the subjects of authority but can exercise it
at their own level. Empowerment is getting
employees to do what needs to be done
rather than merely doing what they are told
to do. This means the transfer and the
acceptance of power to the lowest
appropriate level, so as to create
opportunities for initiative, responsibility
and finally commitment in all. Another
way of looking at employee empowerment
is by sharing responsibility and power
appropriately at all levels in the
organization, and thus helping people
develop themselves by making
independent decisions to attain set goals.
Empowerment is thus also a process of
enhancing feelings of self-efficacy among
organizational members through the
identification of conditions that foster
powerlessness and their removal both
through formal organizational practices
and informal techniques of providing
opportunities to prove efficacy.
Empowerment is seen as a process,
resulting in individual employees enjoying
autonomy, while performing their jobs.
This also ensures accountability on their
part and thus develops a sense of
ownership and increases the sense of
fulfillment, while achieving shared
organizational goals. Empowerment is also
a means of sharing decision making power
with all. When one looks at all these
definitions, one can sense that
empowerment is an advanced means of
human resources development and
management. Organizations are managed
differently, depending on their size and the
composition of their personnel, their style
of leadership and the way policies and
programmes are drawn up. Culture plays
an important role in these matters and if
empowerment is a success and can be
extensively practised in the West and in
Japan, this is because of their
organizational and national culture. Is such
empowerment possible in India? The
culture, the level of thinking and maturity,
the attitudes, the management-employee
relationships, the very composition of the
work force characteristic of India, leave the
answer to this question wide open. The
industrial society of India is dominated by
labour unions with the attitude and the
thinking that we are paid to work and so
we work according to our pay.
Management too clearly holds the idea that
workers are paid to perform a task. In such
a culture, the very idea of empowering
employees is hardly thought of.
by guest on March 26, 2012mls.sagepub.comDownloaded from
4. Management & Labour Studies, Vol. 26, No.2, April 2001 111
The industrial society of India is
dominated by labour unions with
the attitude and the thinking that
we are paid to work and so we
work according to our pay.
Management too clearly holds the
idea that workers are paid to
perform a task. In such a culture,
the very idea of empowering
employees is hardly thought of.
Organization do not grow by
themselves. They have to be developed,
nurtured and continuously directed
towards excellence and growth. In the
process, they begin to adopt new ways.
Clearly, for an organization to excel in the
present century, it needs to adopt new ways
of managing and developing its human
resources. Empowerment and empowering
employees at the work place is the answer.
Why is this so? How will an organization
change by practising empowerment?
Review of work done
A number of fairly recent studies have
examined the question of empowerment
and its positive effects on developing high
performance organizations. This was the
topic of Pierce, et al 1991. Empowerment
and participation were treated by Foster
(1992) and Perry (1992). Bowen (1995),
Smilor (1996) considered Empowerment
and leadership culture. Empowerment and
a new-old paradigm of High performance
was Hoerr's (1998) topic. Empowerment
and Open Book Management was
considered by Beyster (1999). The present
author has examined the relations between
empowerment and its implications in
organization development and in
developing a high performance work-force
(1999,2000). Mackin and Rodgers (1996)
dealt with Empowerment and Ownership
culture, as also Kardas (1993). Rosen (1993)
wrote on Empowerment and healthy
Companies; while Empowerment and
leadership was Gates' (1995) topic. In India,
little work has been done in the areas of
employee empowerment to create high
performance organizations. However,
some studies exist such as Mahapatra's
(1997) The Empowered Manager; Singh's
(1998) Empowering Oneself; ]awahar's
(1998) Empowerment Revisited. On a
wider canvas, research needs to be taken
up on many different factors to examine the
relationship between empowerment and
creation of a high performance
organization. The present study probes the
factors that make an organization an
empowered one.
On a wider canvas, research needs
to be taken up on many different
factors to examine the relationship
between empowerment and creation
of a high performance organization.
OBJECTIVE OF STUDY
The present paper is based on research
undertaken to study how a model company
can be created with innovative work-place
programmes, policies, practices and how,
because of such innovative practices,
empowered employees can change the very
face of the organization and help it remain
at the top of the field. At the same, we
probed whether it was the system, the
practices, the policies or the leadership that
made the organization grow and excel, and
the role played by an innovative approach
to human resources development and
management. The broader objective was to
know the various strategies adopted by
organizations to empower employees, and
how they differ from one another.
Hypothesis
In our present work, we made several
hypotheses.
a) If an organization wants fundamental
changes, it must change the
fundamentals.
by guest on March 26, 2012mls.sagepub.comDownloaded from
5. 112 Employee Empowerment: A New Strategy for Creating a High Performance Work Force
b) Organizations with a high level of job
autonomy have a high morale work
force.
c) The organizational environment can
have a powerful influence on the
perception of empowerment.
d) Individuals can have high level
involvement in shaping and
influencing organizational activities
when there is a positive climate.
e) Both individual and organizational
achievements can be fostered through
a sense of belonging;.
f) Individuals who perceive that they
have a high degree of access to
information will report a higher level
of commitment.
g) Empowerment at the work place in an
organization makes leaders unnecessary.
An important point of enquiry was why
it was possible for the organization in the
present study, though Indian, to grow
systematically and what unique,
innovative techniques were practised for
employee empowerment.
An important point of enquiry was why
it was possible for the organization in the
present study, though Indian, to grow
systematically and what unique,
innovative techniques were practised for
employee empowerment.
TARGET GROUP AND METHOD
The study was undertaken in a 115
years old engineering based company, with
a total work force of 100 employees. The
work place is a mix of highly qualified
people and others in terms of their
academic background. This is an important
factor examined, that is, to know whether
an educational background is important in
the practice of empowerment and what its
implications are. Since, empowerment and
the practice of empowerment is a holistic
idea, involving all, everyone in the
organization formed the target group.
Data Collection
Many empowerment factors were
identified such as accountability, attitudes,
belief systems, career planning,
communication, committees and councils,
culture, decision making processes,
delegation, discipline, ethics, the feedback
system, the faith shown, group processes,
industrial democracy, information sharing,
leadership and management style,
motivation, organizational ethos, power
distribution, politics, trust, team work,
worker participation and the like. These
were put to the test at length. The collection
and examining of the data was done in
three stages:
First, a questionnaire and schedules
were drawn up after identifying the
relevant empowerment factors and these
were tested.
Next, formal and informal observations
and discussions were held at the work-
place regarding the system and the
practices in vogue.
Finally, based on these two
observations a final discussion was held on
the responses elicited to the questionnaire
and the observations made.
RESULTS
The company has been following
innovative practices in the development
and management of human resources. As
one worker put it, we all dream of
excellence, we all think of excellence, and
we all deliver excellence. The unique
practices followed in this organization are:
As one worker put it, we all dream
of excellence, we all think of
excellence, and we all deliver
excellence.
• a refined culture,
• a flat organizational structure,
by guest on March 26, 2012mls.sagepub.comDownloaded from
6. Management & Labour Studies, Vol. 26, No.2, April 2001 113
• there are no designated positions,
• high respect is shown for human
beings,
• there is a transparent ethos,
• there are open lines of communication
and a participative culture,
• team work is stressed,
• a high level of trust is evident in
interpersonal relations,
• each one is a decision maker.
• gossip is eschewed,
• there is an open system of feedback..
Weshall now make some comments on
each of these innovative aspects of the
culture as they exist in the organization.
Refined Culture
Everything in the process of
organizational development starts with the
type of culture that an organization
possesses. Culture defines the values, the
beliefs, the thinking of the organization and
the principles it stands for. As the CEO put
it, if empowerment and employee
ownership is found in this organization,
this is only because of the culture that has
been created in it. The first task was to
create a climate of progressive culture,
because the work place is a combination of
many facets of each individual's thinking
and perceptions. Refined culture is not just
a matter of thinking, it should be
continuously practised by all. While
everyone in an organization will share the
organization's culture, not all will do so to
the same degree. There can be a dominant
culture, but also a number of subcultures,
but they should be refined. This is pivotal,
because, all practices in empowering
employees rest on the concept of culture.
A few initial culture development areas are
a climate of trust, of mutuality and freedom
of expression. There should be a totally
transparent approach in values such as
honesty, truthfulness, respect and value
shown to the human being. Risk taking
must be allowed, and also healthy criticism
for the larger benefit. The "grape vine"
must be discouraged. Common rooms are
to be shared. The concept of the
organization as being above the individual
must be held by all. Another officer stated
that these are important factors and the
roots for the success of empowerment
strategies. Culture helps create an
organization, but a refined culture helps
create a healthy work force.
Flat Organizational Structure
This can be seen in two ways. There are
no designated positions in practice; but on
paper there is a hierarchy for legal
purposes. Otherwise, each one is a manager
and even a CEO. Each one has the right to
work in the entire department and each one
does his work on his own. There are no
messengers, peons, or other subordinate
personnel. Everyone is a self made man or
women and performs all the jobs required
of him or her. A unique feature of this
organization is a "no bell" culture. Even for
going to lunch or for the start or end of a
shift, employees know the time and work
accordingly and not because a bell is rung.
You need to perform a particular job, you
may use any place, as long as the work
fulfills its designated objectives.
Each one is a manager and even a
CEO. Each one has the right to
work in the entire department and
each one does his work on his own.
There are no messengers, peons, or
other subordinate personnel.
There is no red-tap ism, if any
individual wants to meet the CEO or any
other official, he can approach the person
straight without any hierarchical procedure
or formal permission. This is a unique
by guest on March 26, 2012mls.sagepub.comDownloaded from
7. 114 Employee Empowerment: A New Strategy for Creating a High Performance Work Force
practice which requires a high level of
innovative thinking and much maturity in
the work-force. As one employee put it, by
virtue of being a flat management, it
becomes easy for us to improve on the job
and to learn.
No Designated Positions
Yes, there are designated positions, but
this is only to help outside visitors so as to
guide them in the organization. If at all one
person is separated from another, this is
done only on the basis of the job one needs
to perform at a particular place on a
particular machine. We do not have any
room boys, letters to deliver, no separate
dining rooms, no separate water or tea
arrangements, or difference in the food
prepared and no separate queues for
anything. If I (as CEO) need anything, I
have to fetch it myself. The dining hall is
common and, as all line up, I too line up
like anybody else. As the CEO puts it, "we
are bonded by our work relationship and
you are respected, to the extent you do
good work."
A worker puts it otherwise. When
asked how you feet when you sit with your
CEO and eat, the answer reflected, mature
thinking: "when you are dining, it is
difficult to understand how many CEOs
there are, because each is treated like a CEO
by the others and each behaves like a CEO
himself. Nobody thinks he should be
respected because he is the top man, nor
do I feel I should show him extra respect.
Issues of a disturbing nature are left at the
work place and the dining hall is to eat
one's food. We don't mix the two. This is
how the organization's culture has been
built up over a period of time.As an officer
says, the culture of sharing is such that
anyone can use the CEO's chair provided
he works to fulfil the organization's
objectives. Clearly there is no fixed mindset
and less ego. This is responsible for the
visible empowerment at work.
High Respect for Human Beings
The CEO is as equal as any employee
in the organization and any employee is
considered to have the same intrinsic worth
as the CEO. Every employee is respected
regardless of what his position is in the
organization. If you are working for and
contributing to the organization, you are
respected. But, everyone is a contributor
and hence everyone is respected here. Even
lower rank workers are treated as equal
members of the organization. Everyone is
held in high esteem and the self worth of
each person is held high. As the CEO puts
it, you must start by raising their self-
esteem. Treat them as winners and they
become winners, respect them and they
will respect you. Treat them as equ~l
owners of the company and surely they Will
give their best and produce high quality
work. The path to this high level of respect
was not easy, particularly for managers
who were asked to change from authority
figures to advisers, counselors and guides.
Initially, it was very tough, but now if you
look back you clearly see that people
consider this as a nice place to work in. In
fact, as the CEO puts it, greater emphasis
was laid on and work was done in the area
of dissipating egos; and our experience has
shown that when egos and status clash,
empowerment is impossible. Education is
of primary importance and each one had
to be educated in this direction. As an HR
Executive puts it, initially, one has to be told
about all these practices through education;
otherwise, there might be misunderstandings
and the consequences would be serious and
our objective would not be achieved.
The CEO is as equal as any employee
in the organization and any
employee is considered to have the
same intrinsic worth as the CEO.
Every employee is respected
regardless of what his position is in
the organization.
by guest on March 26, 2012mls.sagepub.comDownloaded from
8. Management & Labour Studies, Vol. 26, No.2, April 2001 115
Transparent Ethos
The practice of a totally transparent
approach requires a high level of maturity
on the part of employees working in the
organization. The organization does not
have a "secrecy" and "confidentiality"
practice. These words are never found on
any policy, paper or on any wall of the
rooms. Such a level of transparency is
practised that everybody knows what is
going on in the organization. Every policy,
mission, goal, objective, planning, activity
is known. As the CEO puts it, my room does
not have any sign "knock and enter" or "no
admission without permission". Anyone
can come in at any time and discuss
business plans or work-place issues with
me. In fact, when I have a guest from
outside, any employee can come in, sit
down and discuss, if he has a point to make.
He can even watch the discussion going on.
Guests for me, are guests of all in the
organization. If any guest comes in my
absence, any employee, if he feels he can
deal with him can sit and discuss our
business plans. As one employee puts it,
being transparent also means accepting its
consequences, failures and risks. If people
are afraid of risks, nothing new will
happen. This is how an employee
ownership culture is built up and each one
sees himself as an owner of the
organization.
A step further, says the CEO: when I am
going on a business tour, all the details of
my tour, the places, and the persons to be
met, are put up on the notice board. My
employees know where I am, what I am
doing, and in fact, what the deal is and its
worth. This is how we create positive
thinking and remove suspicions and
doubts. Even our company accounts are
open to all, a practice of open book
management. Thus all can see our financial
position, and understand the financial
effects of their jobs. They also share in the
financial successes of the company through
frequent profit sharing bonuses and stock
options. In fact, the quantum of profit
sharing is decided by the employees and
the management's role is only to pay, so
says the finance manager. Clearly, the trust
level must be very high.
In fact, the quantum of profit
sharing is decided by the
employees and the management's
role is only to pay, so says the
finance manager. Clearly, the trust
level must be very high.
Open lines of Communication
Knowing things is knowing an
organization. Communication among all is
clear so that each employee knows all the
activities of the organization. Meetings,
their outcomes, future plans are kept open
and everyone has the right to know and it
is every person's duty to communicate. In
fact, transparency in communication and
information sharing is a way of life in the
organization, adds an employee. The basic
idea is to remove doubts and suspicions.
To cite an example, the CEO says that even
a watchman tells others where the CEO is,
what he is doing and what was the outcome
of any meeting. Indeed, the visiting guest,
the business deal and its worth are known
to a person like the watchman. This shows
how we value each person in the
organization and do not restrict
information only to a few. As the person
who is concerned with HR says, the
company is working to find newer ways for
open lines of communication and
information sharing and this is paying off.
When the employees know every affair in
the organization, says an HR executive,
their feelings are positive towards the
organization and they put more energy into
their work. This is empowering employees.
Similarly, if any employee has an idea, he
can share it with any other without
anyone's formal permission.
by guest on March 26, 2012mls.sagepub.comDownloaded from
9. 116 Employee Empowerment: A New Strategy for Creating a High Performance Work Force
Participative Culture
Participation is a way of life and work
in the organization. Everyone has the
freedom to form a committee and can
~ormulate a plan, strategy or programme
In the organizational development process.
The number of members to be in a
committee, its responsibility, function, and
its area of work are decided only by the
employees. The work of the committee is
communicated to all through a display of
information. Today, as an executive puts it,
since each employee takes part with full
responsibility, productivity is high and
employee turnover is almost nil. What is
still more remarkable is the high level of
satisfaction of each employee on the job. In
the words of the CEO, one must create a
conducive work environment. In doing so,
one needs to follow a very different
approach towards HR development and
management which will lead to a total
participative approach.. Initially it was the
management that took all the initiatives,
but now things have changed:
organizational strategy preparation,
writing out the mission of the organization,
the code of conduct, goal setting, the
statement of values, discipline are now
looked after by the employees. As an
employee proudly says, everyone can take
a part in the proceeding of the Annual
General meeting and unnecessary
expenditure, if any, can be questioned.
As an employee prOUdly says,
everyone can take a part in the
proceeding of the Annual General
meeting and unnecessary
expenditure, if any, can be
questioned.
Team Approach
Team work constitutes an important
element in organizational development. All
in this organization believe that people
achieve more together which is the
philosophy of teamwork. While
constituting teams, the composition is very
important; each person is free to join the
team of his or her choice. However, the
CEO stresses that while people choose their
teems, it is always ensured that they take
account of the nature of the work and their
own skills. Also, each team is made
accountable for its actions. Even the
functioning of the teams is transparent and
an employee says, each mission or goal of
the teams is put up on the notice board and
communicated to all, so that each knows
what is going on and suggestions and
improvements are welcomed. Team and
group working is a part of work here and
since there is total transparency and open
lines of communication, lessons from every
team are always shared.
High level of Trust & Faith
The CEO asserts that trust in human
beings is the key to everything. Thus time
clocks were thrown out long ago. The CEO
goes on to say, "I personally believe that
unless you have trust and faith in your
employees, you cannot expect big returns
and create a good healthy work place. Trust
is a way of life and there are many instance
and systems indicating this." When an
employee wants to take a day off, we do
not follow any paper procedure of applying
for leave. The group decides on it (in some
case the department does) and even I, as
CEO, am not aware of such leave taken by
an employee. The group is given full
authority to act at such times and the extra
work is distributed among the group
members so that things continue as before.
The trust level is high here because nobody
doubts or spies or questions the absence.
The moment a person says, he needs a day
off, the straight answer is always "YES",
says an employee. An employee, when
asked, what he felt about the system,
simply responded "I am being trusted here,
what else is needed to work in an
organization". Another instance, given by
by guest on March 26, 2012mls.sagepub.comDownloaded from
10. Management & Labour Studies, Vol. 26, No.2, April 2001 117
an employee, who is proud of the culture
of empowerment is that everyone can use
the organization's resources, and all trust
him.
Another instance, given by an
employee, who is proud of the
culture of empowerment is that
everyone can use the organization's
resources, and all trust him.
Another angle of the culture is seen
when a failure takes place. No individual
is then blamed, but the whole group takes
the responsibility. Making victims is not the
culture of the organization, as one puts it.
There is such a culture of trust and
togetherness that accountability is always
with all. When asked, how one could
develop such a climate, an employee, who
is proud to work in such an atmosphere,
says, "we have not come here to make our
living; we have come here to develop and
live with the organization. When
management treats us as bosses and
owners, nothing can make us think small."
Decision making Style
The CEO asserts that if we have been
able to create such a workplace, it is only
because we are clear about concepts of
objectivity and subjectivity, in dealing with
all matters at the work place. Decision
making is always based on issues and not
on subjective or personal factors. Each one
is given a say in deciding the issue under
consideration and no one is favoured
because of his position. One employee said
"1 always am cautious, because of the full
freedom given here in deciding matters
concerning the organization, which makes
us very careful. We can all decide on future
courses of action and what policies are to
be formulated. 1feel great satisfaction when
1know even 1can write my own career plan
and decide on the next step. If a matter
concerns the work, there is no need for
permission from the management and we
can act independently. Posting decisions in
an appropriate place makes them known
to all." Another employee states "we feel
happy to take quality decisions because
there is no suspicion or cross checking."
Absence of Gossip
If any person is found gossiping at any
time, that person would lose his job. An
organization can develop to great heights
only if the thinking is of a high standard
and for this, the attitudes and perceptions
of the employees must be of a high
standard. Developing a refined culture is
what matters so that the organization gives
high value to individuals and gossip
simply is not entertained. No one is
allowed to play with the weaknesses of
others. Whether big or small, qualified or
not, contributing more or less, officer or
employee, everyone is a member of the
family and each is a contributor. The
absence of gossip makes everybody feel
secure. When each one is responsible and
accountable, no grape vine is possible. At
the same time, fun and humour are very
high in the organization, which shows it is
healthy and positive. If you are aiming at a
high quality work force, there must be fun
in the organization. Then the tendency to
gossip gets diffused.
At the same time, fun and humour
are very high in the organization,
which shows it is healthy and
positive. If you are aiming at a high
quality work force, there must be
fun in the organiza~ion. Then the
tendency to gossip gets diffused.
Feed back
Open feed back is crucial and for feed
back to be a success, one must be willing
to give it without fear. However, there must
also exist an atmosphere and a system in
which employees are not afraid of giving
it. The CEO rightly says, the secret is to
by guest on March 26, 2012mls.sagepub.comDownloaded from
11. 118 Employee Empowerment: A New Strategy for Creating a High Performance Work Force
create willingness among all employees to
give open feedback where everyone, from
top to bottom, can speak his mind without
the fear of retaliation in one's professional
life. He further adds, the process isn't easy
and you don't get an instant reaction, while
empowering the employees in this area. As
one employee proudly claims, there is no
organization in this region, where the
employee can openly criticize the top boss's
action, if the need arises. This is an
organization, where one can freely and
openly criticize the system, if this needs to
be done. All feedback is taken and
discussed at appropriate levels.
Management sees each feedback as an
improvement area. One employee even
stated that he was chosen as "The Best Feed
Back Employee" when I gave my opinion
on how and why the company should
invest in Yoga and gymnastics. As a result,
there are now separate gymnastics facilities
costing Rs. 20-30 lakhs, something
incredible, anywhere else.
A Systems Approach
Empowerment is not only sharing
responsibility and giving power, but,
includes other systems, which are part of
the empowerment process as seen in this
study. This style of functioning is
something unique in the Indian context and
truly noteworthy. The common thinking in
the Indian labour community that we are
paid to work, shows how difficult it is to
develop an employee empowerment and
ownership culture. When asked how it was
possible to create such a system resulting
in a high performing work-force, the CEO
replied that if such culture had been
developed over the years, it is because a
whole system was created and worked on
continuously.
The experiment is a long journey, but
the implications are also far reaching: a
highly motivated work-force, a creative
and innovative approach at the work-place,
each one taking responsibility, widespread
ability to take decisions, high job
satisfaction at the work-place, very low
turnover, less absenteeism, high quality
work, discipline, open discussions, these
were the outcome of this practice of
empowerment. Of course, there are no
industrial problems and there is perfect
peace. As an HR executive says, "we have
several committees set up by the
employees, but none in the area of
industrial relations such as a dispute
settlement committee, a grievance handling
committee. Clearly the employees are
happy." Empowerment is not just sharing
responsibility and power, but creating a
work place from where everybody can go
back with a big smile on their face each day.
At the same time, productivity is high and
a good impression is created among
customer.
Conclusion
The principal reason why the
organization has been able to create such
empowerment is the leader and the type
of leadership given. The leader has been
like a drum major leading a band and
walking in front of it. Also, certain traits
are necessary in the employees of an
organization, if it is to succeed in practising
empowerment. These are: assertiveness,
self motivation, transparency, tenacity in
character, growth oriented attitudes, less
egoism, an extrovert nature, willingness to
be an open communicator, team working
ability, willingness to take risks, openness
to new ideas. It should also be noted that
empowerment and empowering employees
is a holist approach and all systems and
people should join hands in working at it.
If one element in this system is missing,
empowerment can hardly be practised and
the organizational development will be
defective.
We are likely to see more efforts at
empowerment in the future. Today,
by guest on March 26, 2012mls.sagepub.comDownloaded from
12. Management & Labour Studies, Vol. 26, No.2, April 2001 119
employees at every level expect to be
treated as valued members of their
organization. Experts believe that
organizations must foster empowerment or
become extinct. HRD can play an important
role. There is nothing that Indian
organizations need more at this moment
than a true renaissance of human resources
development and management.
Empowerment and empowering
employees in the organization is the
answer.
Reference
1. Bagali, MM (1999) "Managing HR:
Developing Need Based Empowered
Traits" Haryana Labour Journal, XXIX (2),
April-June
2. Bagali, MM (2000) "Creating
Organizational Culture Through
System Model", Worker Education,
3. Beyster, R J (1999), Harnessing the Power
of Open Book Management, USA,
Foundation for Enterprise
Development.
4. Foster, S T (1992), Bridging the
Participation Gap; USA, Foundation for
Enterprise Development.
5. Gates J R (1995), Leadership in an
Ownership Environment, USA,
Foundation for Enterprise
Development.
6. Hoerr, Tim (1998), A New (old) Paradigm
of High Performance, USA, Foundation
for Enterprise Development.
7. [awahar, P D (1998), Empowerment
Revisited, Personnel Today, October-
December.
8. Karadas, P, Paul, S, Gorm, W, Gale, K
(1993), State Employee Ownership
Programme, Washington, State
Department of Community
Development.
9. Lawler, E E and Bowen D E (1995),
Empowering Service Employees, Sloan
ManagementReview, Summer.
10. Mahapatra, N C (1997), The
Empowered Manager, Personnel Today,
XVIII.
11. Perry, William (1992) Employee
Ownership, A Competitive Advantage,
USA, Foundation for Enterprise
Development.
12. Pierce, J L, Stephen, A R, Susan, M
(1991), Employee Ownership, A
Conceptual Model of Process and
Effects, Academyof ManagementReview,
16 (1)
13. Rosen R (1993), Healthy Companies and
Healthy Leaders, USA, Foundation for
Enterprise Development.
14. Singh R D (1998), Empowering Oneself,
Productivity News, September-October
15. Smilor R (1996), Leadership in an
Entrepreneurial Company, USA, Centre
for Entrepreneurial Leadership.
by guest on March 26, 2012mls.sagepub.comDownloaded from