Description

Empowerment is a multi-faceted, multi-dimensional and multi-layered concept. Women's empowerment is a process in which women gain greater share of control over resources - material, human and intellectual like knowledge, information, ideas and financial resources like money - and access to money and control over decision-making in the home, community, society and nation, and to gain `power'. According to the Country Report of Government of India, "Empowerment means moving from a position of enforced powerlessness to one of power".
If NGO employees are advocating behavior change for self-empowerment such behaviour must also be modeled for successful transmission as suggested in the self-efficacy models of behavior change. Rural NGOs in India that depend on local population for employees face a limited labor pool who are as likely to be vulnerable to the traditional social pressures and therefore equally marginalized as their clients. This may cause a gap between what the employees may be trained to 'preach' and what they may 'practice' thereby diminishing their effectiveness to motivate change. We examine the employees of a successful rural NGO in India that has received accolades for its work in empowerment to establish if the employees actually ‘walk the talk’. Using three empowerment instruments, including one developed for this study, we find that employees indeed ‘walk the talk’ and their index of empowerment is related to their tenure in the NGO.