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Published by Gaurav Kumar

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Published by: Gaurav Kumar on Jan 02, 2011
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What is Empowerment? y Empowerment is the sense of job ownership that comes from understanding how your job fits into the bigger picture. challenge. excitement. y Empowerment puts meaning. . responsibility. interest. as an empowered person. and fun into jobs. you re proud of what you re doing and identify with job success. y Empowerment creates energy! This energy produces extra effort physical or mental to improve continuously because.

Source of Empowerment people empower themselves or whether the organization or management does the empowering ? y It s widely held that individuals are responsible for their own empowerment. organisation only help people become empowered .

Individual Differences y Some individuals generate more empowerment energy than others who have the same opportunities and environment. y a fundamental tenet of psychology is that individuals are different .

Broader Impact of Empowerment y If people don t feel empowered. unempowered work also affects home life. Many people leave high-paying jobs for positions of greater responsibility and power senior government positions . they re likely to seek jobs elsewhere. y Empowerment above threshold levels often is more important than pay. y Unsatisfactory.

y Job success is their success! . y However. the sense of ownership and commitment to a job that empowerment creates provides a continuous and ongoing source of energy (motivation) that fuels continuous improvement efforts.EMPOWERMENT:-Motivation for Continuous Improvement y Incentive plans motivate people toward continuous improvement only for short periods of time.

y As Figure illustrates. .Empowerment energizes people to continuously improve. a commitment to continuous improvement focuses empowerment energy in a direction that benefits the organization.

Empowerment provides the energy for continuous improvement. and an ethic of continuous improvement focuses empowerment energy .

EMPOWERMENT:-Motivation for TOTAL QUALITY A 1992 study of total quality efforts conducted by Development Dimensions International and IndustryWeek magazine in 500 organizations (7. vision and values.000 people involved). leadership commitment. and training . FINDINGS:Empowerment as one of the top five critical factors related to total quality success. along with customer focus.

Relationship of Empowerment to Employee Involvement .

y Jobs produce no energy even if they re interesting because people cannot take pride in their achievements. y They don t understand what they are doing or how their contributions fit into the bigger picture there is no job variety or fun. y In autocratic organizations often the only enjoyment people experience is beating the system by quitting work a little early. or even . wasting materials. Dictatorial Management) y Individuals in this region are unable to become truly involved in their jobs. they respond like robots.No Involvement (Autocratic.

Low Involvement (Organizational Identification) y People who identify with the organization for which they work and take pride in its accomplishments are motivated to help the organization succeed. y Identification generates involvement energy and encourages continuous improvement. the more motivation. y They are proud of their affiliation and don t mind others knowing it. determines their future. y People see that their job performance is closely connected to the organization s success. the more identification. . which. in turn.

. 100 80 60 40 20 0 RESULT:93% of the Japanese employees said they would benefit personally from productivity improvements made by their organizations CONVERSELY:91 % of American employees polled were not so sure about the Relationship.Survey on low involvement y IndustryWeek polled manufacturing employees in Japan and America regarding the perceived relationship between productivity improvements and their own personal success.

and most leaders recognize the high quality of employees ideas .Involvement (Consultation. Participation) y Consultative leader actions such as asking for help in solving a problem or seeking ideas are the most common way of soliciting participation y Employees enjoy having input on issues that will affect them. their job. and their organization.

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