DISSERTATION REPORT

ON

“EFFECT OF EMPLOYEE EMPOWERMENT ON

ORGANISATIONAL EFFECTIVENESS”

TOWARDS PARTIAL FULFILLMENT FOR THE

AWARD OF DEGREE OF
BACHELORS OF BUSINESS ADMINISTRATION

(2016-2019)
FROM
HEMVATI NANDAN BAHUGUNA GARHWAL
UNIVERSITY
Enrollment No. G162350107

SUBMITTED TO : SUBMITTED BY :
Dr. POOJA JAIN MAHIMA PUN
FACULTY OF SGRRITS SEMESTER BBA VI
ASSISTANT PROFESSOR
1
 ACKNOWLEDGMENT

I hereby, declare that the dissertation report entitled “Effect

of employee on organizational effectiveness” is an authentic
study carried by me under worthy and esteemed guidance of
Dr. Pooja Jain.
I would like to pay my regards and thanks to her for
consistent guidance rendered to me throughout my project
work.

I would also like to recognize the generous support received

from my friends and numerous others inside and outside the
department who provided the various suggestions to me to
make my study completed.

At last, I would like to thank my family who has been

constant source of inspiration to me.

Submitted by:
MAHIMA PUN

2
 CERTIFICATE

This is to certify that the dissertation report done on

“EFFECT OF EMPLOYEE EMPOWERMENT ON
ORGANISATIONAL EFFECTIVENESS” is bonafied work
carried out by Ms. MAHIMA PUN under my supervision and
guidance. The report is submitted towards the partial
fulfillment of 3years, full time Bachelors of Business
Administration.

Dr. POOJA JAIN

ASSISTANT PROFESSOR

3
 DECLARATION

I “Mahima Pun” hereby declare that the dissertation report

entitled “EFFECT OF EMPLOYEE EMPOWERMENT ON
ORGANISATIONAL EFFECTIVENESS” written and
submitted by me, under the guidance of “Dr. POOJA JAIN”,
is my original work and has not been copied from any other
sources and for the fulfillment of any other degree diploma.

MAHIMA PUN

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 Executive Summary

Organizational effectiveness is critical to success in any economy. In order

to achieve increased and sustainable business results, organizations need to
execute strategy and engage employees. However, our research indicates
that most organizations are struggling to get it right. To understand more
about the elements of an effective organization and the connection to
productivity, Right Management conducted a global study of nearly 29,000
employees from ten major industry sectors in 15 countries in the Americas,
Europe and Asia Pacific. To create organizational effectiveness, business
leaders need to focus on aligning and engaging their people, the people
management systems, and the structure and capabilities (including
organizational culture) to the strategy. Our results confirm that this
engagement is critical. Put simply, it results in higher financial performance,
higher customer satisfaction, and higher employee retention. An
organization that can sustain such alignment will achieve increased business
results.
Effective implementation of strategy is a key driver of financial
performance. organizations that fail to fully engage their workforce in the
business strategy will fail to produce reliable, sustainable business results.
the link between employee engagement factors and successful strategy
execution is vital.
This document provides information and insight into organizational
effectiveness and how you can make it happen. Right Management would
like to thank the participants of this important study. We look forward to
continuing to equip you with the essential insights and best practices you
need to excel.

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 DEFINITION OF EMPLOYEE EMPOWERMENT

“A management practice of sharing information, rewards,

and power with employees so that they
can take initiative and make decisions to
solve problems and improve service and performance”.

Empowerment is based on the idea that giving:

employees skills, resources, authority, opportunity, motivation, as
well holding them responsible and accountable for outcomes of their actions,
will contribute to their competence and satisfaction.

“Employee empowerment is creating a working environment where an

employee is allowed to make his own decisions in specific work-related
situations. The decisions can be big or small, and the size and effect of the
decision is up to the employer. The logic behind employee empowerment is
to increase the employee's responsibility, to build employee morale and to
improve the quality of your employee's work life. Ideally, when an
employee feels vested in an organization, he will be more productive, loyal
and more confident.”

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 MEANINIG OF EMPLOYEE EMPOWEREMENT

Empowerment is the process of enabling or authorizing an individual to

think, behaves, take action, and control work and decision making in
autonomous ways. It is the state of feeling self-empowered to take control of
one's own destiny.

When thinking about empowerment in human relations terms, try to avoid

thinking of it as something that one individual does for another. This is one
of the problems organizations have experienced with the concept of
empowerment. People think that someone, usually the manager, has to
bestow empowerment on the people who report to him.

Consequently, the reporting staff members wait for the bestowing of

empowerment, and the manager asks why people won't act in empowered
ways. This led to a general unhappiness, mostly undeserved, with the
concept of empowerment in many organizations.

Think of empowerment, instead, as the process of an individual enabling

himself to take action and control work and decision making in autonomous
ways. Empowerment comes from the individual.

The organization has the responsibility to create a work environment which

helps foster the ability and desire of employees to act in empowered ways.
The work organization has the responsibility to remove barriers that limit the
ability of staff to act in empowered ways.

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 Empowerment Is Also Known As:

Employee involvement and participative management are often used to

mean empowerment. They are not really interchangeable.

Examples of Empowerment

These are examples of empowerment in action.

 The manager of the Human Resources department added weeks to the

process of hiring new employees by requiring his
supposedly empowered staff members to obtain his signature on every
document related to the hiring of a new employee. When the time problem
was brought to his attention, he fostered empowerment by telling
employees they no longer needed his signature unless the hire involved
extraordinary circumstances.

 Mary took charge of her career by fueling her sense of empowerment

when she developed a career path plan, met with her manager to ask for
her assistance to achieve it, and set goals for its accomplishment in
her performance development plan.

 The company's management style involved sharing the goals, sharing

each employee's expectations and framework with the employee, and
then, getting out of the way while employees were empowered to set
goals, accomplish their objectives, and determine how to do their jobs.

Empowerment is a desirable management and organizational style that

enables employees to practice autonomy, control their own jobs, and use
their skills and abilities to benefit both their organization and themselves.

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 FEATURE OF EMPLOYEE EMPOWERMENT

Empowerment, which passes on the responsibility and the autonomy of the

work to the employees, can be a major contributor to the successful
performance within an organization. This allows employees to make
decisions, solve problems, and be accountable for the work they do. Such
autonomy and ability make decisions create an empowered environment in
which motivation can be nurtured. This is now becoming an increasingly
popular management focus as empowered employees are seen as a major
asset to a business that can place them ahead the competition.

Employee Satisfaction
 Designing empowerment into the company culture is not only a smart
management strategy, it drives up employee satisfaction. Jupiter Networks, a
technology company headquartered in Sunnyvale, California was ranked
number six out of 125 in the "Best Places to Work in Silicon Valley" survey
sponsored by the "San Jose/Silicon Valley Business Journal." Scores were
based on employee responses to a 10-topic questionnaire. One of the factors
responsible for the high rating attained by Jupiter is people practices.
Empowering people is part of the high tech firm's cultural mission.

Low Turnover
 Delegating power to employees contributes to creating an atmosphere of
contentment and honor. Companies noted for this leadership style attract like
minded individuals who take pride not only in joining the organization but to
showing loyalty by remaining on the team. Credited with granting all
employees input into decision making, McCormick and Company reports a
voluntary turnover rate of only 3 percent.

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 Management Benefits

 Creating an atmosphere of empowerment is a leadership task driven by

management. Once employees are fully engaged in decision-making and
taking action, management can profit. Paul Craig, sales manager of Image
Source, an authorized Xerox sales agency recognizes the benefits. Craig
believes that, "Especially in today's knowledge driven economy, employee
empowerment is critical to success. If you want the real benefits of your
employees, you must free them to make decisions. In turn, this frees
management to focus on larger strategic goals and initiatives."

Customer Service Improves

 Armed with knowledge and a specific level of authority, employees can
solve problems and better service customers. "When employees are invited
to participate in the decisions surrounding how the work is done, they are
more engaged and excited about the outcome," states Irma Parone, Sr. VP,
Florida Regional Manager at Weiser Security Services, Inc. Parone echoes
the Weiser philosophy that empowered employees make it happen.

Profitability Increases
 In his book, "Outstanding!: 47 Ways to Make Your Organization
Exceptional," John G. Miller states simply that people come to work to
succeed, not to fail. Success strategies, such as empowering employees to
win can impact the bottom line. Gary Kelly, CEO of Southwest Airlines, a
company built on employee trust, believes that SWA employees are the
company's "single greatest strength and most enduring long term
competitive advantage."

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What makes Business Empowerment a success?

• Job satisfaction and a sense of meaning in the work you do can be the
most powerful reward the employee can get.

• Motivates employees to put more effort to achieve higher wages or

performance bonuses given.

• Task-specific knowledge is the best way to identify and solve problems to

increase productivity through better decisions taken by persons on the job
rather than the management.

• Encouraging & getting the employees involved to play an active role in

their work place gives them the feeling of responsibility to perform better.
(Sense of belonging in the work place).

• Empowerment also points towards a career development path, motivating

people to work harder and perform as managers, even if they are currently
not holding managerial positions.

• By delegating authority to run the day to day business to those who are
involved in the task, people become energized and interested to forge ahead.

• Minimizing the layers of supervision, reducing costs and creating agility

within a business that is so important in today’s fast phased global
environment.

When an organization taps on to these benefits from empowerment, the

managers must make sure to reward and recognize the achievements of those
who are empowered. This boost the morale of the work force further while
encouraging those who are lagging behind to seize the opportunities to be
empowered.

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 Forms of Employee Empowerment

Employee empowerment means giving each worker the support he needs to

make key decisions on his own and to become more productive, motivated
team players. This management technique has been effectively implemented
in offices around the world and has led to vast changes in the way
employees communicate with both their bosses and their coworkers.
Employee empowerment can take many forms, including group
communication, self-esteem and contributory resources.

Group Communication
 In order for the group to run successfully, communication is key.
Communication breakdowns often lead to chaos and loss of productivity.
Games and exercises in which employees must hone their communication
skills are effective in empowering and motivating workers. For example,
splitting the group into teams and working through a disaster scenario (e.g.,
plane crash or stuck on a desert island). Other effective group
communication activities include interactive cooperation games such as
Pictionary and Mad Gab.
Self-Esteem
 Some workers have a high self-esteem while others find difficulty in
discovering their value within the group. Managers who create an
atmosphere of positive reinforcement using the democratic management
technique typically find that getting to know the strengths and weaknesses of
each employee helps them in determining how to raise employee self-
esteem. For example, if the person is shy, the manager can bolster
confidence by assigning the worker to lead a small group session. The
manager can then move the worker up to larger group sessions as the person
feels more able to take on additional leadership roles.

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 Contributory Resources
 In order to empower employees to become more productive, knowledgeable
and efficient in their contributions to the group at large, it is very important
to give them the tools and resources they need. Establish and maintain a
library of training resources to include DVDs, CDs, and books. Offer to pay
for outside software and continuing education courses. Also provide office
supplies that make each employee more empowered and productive, such as
whiteboards and project management software.

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 PRE-REQUISITES FOR EMPLOYEE EMPOWERMENT

Employee empowerment provides people the responsibility and authority to

make decisions. Empowerment frequently results in greater commitment and
cooperation; creative ideas and solutions; and greater ownership from
employees.
Creating an empowered workforce is a great to increase organizational
effectiveness and success. Empowerment works they are given the necessary
recourses, property trained and managed. Then only they will be able to
successfully perform and make effective decisions.

Employee empowerment requires the following pre –requisites:

1. INVOLVEMENT:

Employees feel more committed to the organization when they are involved
in the decision making process.

2. QUICK DECISION-MAKING:

Employees sometimes need on the spot decisions for the benefit of the
organization. Employees work say in customer service need to be able to
quickly respond to customer’s need and problems without having constantly
go up the chain of command.

3. SOLVING COMPLEX PROBLEMS:

Employees directly involved with a problem can better determine the

optimal solution. For example, a work group can figure out how to re-
engineer its work process far better than employees/managers that do
not directly work on the process/project.

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 TYPES OF EMPOWERMENT
The types of empowerment are depicted below:

STRUCTURED EMPOWERMENT:

It includes close control, formal; sets out clear boundaries; clear rules passed
on through training.

FLEXIBLE EMPOWERMENT:

It includes certain boundaries set; expecting employees to use their

experience/common sense to make decision; guidelines rather than rules.

Empowerment Continuum

Empowerment efforts have gained widespread attention for their ability to

make organizations more efficient and productive. A skill is an ability to
translate knowledge into action that results in a desired performance. There
are three categories of skill viz. – technical skill, human skill and conceptual
skill. By giving ‘power’ it gives responsibility to employees without extra
reward and organizations get a cost saving from de-layering management.
The empowerment continuum is depicted below:

What are some of the common myths about empowerment?

• Everybody’s doing it.

• It’s easy.
• Every manager wants empowered employees.
• Every employee wants to be empowered.
• All the manager needs to do is leave the empowered employees alone.

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Guidelines for effective employee empowerment

• Select the right managers.

• Choose the right employees.
• Provide training.
• Offer guidance.
• Hold everyone accountable.
• Build trust.
• Focus on relationships.
• Stress organizational values.
• Transform mistakes into opportunities.
• Reward and recognize.
• Share authority instead of giving it up.
• Encourage dissent.
• Give it time.
• Accept increased turnover.
• Share information.
• Realize that empowerment has its limitations.
• Watch for mixed messages.
• Face your own ambivalence
• Involve employees in decision-making.
• Be prepared for increased variation.

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 Benefit of empowerment

The major benefits are employee empowerments are as under:

1. Having an employee empowerment effort will help an organization by

improving individual self-esteem, self-efficacy, and other behaviors. The
investment in the workforce will yield direct cost saving for the
organization- as well as improved morale of employees.

2. Employee empowerment helps in getting individuals to be more self-

reliant. However, the critical difference is the ability of this process to
enable employees to take control of their responsibilities, better utilizes
exiting resources and makes wiser decisions.

Barriers to empowerment

Empowerment can fail for any one of several reasons:

* The manager's fear of losing power.

* Pressure from the manager's boss to be on top of all details.
* Rationalization that employees are not ready.
* Fear of losing control reduces empowerment.
* The feeling that "Only I can make the right decisions".
* Fear of having nothing to do...being redundant or having no purpose.
* Fear of losing face or status.
* Not accepting that subordinates are more knowledgeable or better placed
to make some decisions.
* Lack of support from the organization's culture - demands for more
centralized decision making.
* Preaching the value of making mistakes while still punishing them.

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Top 10 Principles of Employee Empowerment

These are the ten most important principles for managing people in a way
that reinforces employee empowerment, accomplishment, and contribution.
These management actions enable both the people who work with you and
the people who report to you to soar.

1. Demonstrate You Value People

Your regard for people shines through in all of your actions and words. Your
facial expression, your body language, and your words express what you are
thinking about the people who report to you. Your goal is to demonstrate
your appreciation for each person's unique value. No matter how an
employee is performing on their current task, your value for the employee as
a human being should never falter and always be visible.

2. Share Leadership Vision

Help people feel that they are part of something bigger than themselves and
their individual job. Do this by making sure they know and have access to
the organization's overall mission, vision, and strategic plans.

3. Share Goals and Direction

Share the most important goals and direction for your group. Where
possible, either make progress on goals measurable and observable, or
ascertain that you have shared your picture of a positive outcome with the
people responsible for accomplishing the results.

4. Trust People

Trust the intentions of people to do the right thing, make the right decision,
and make choices that, while maybe not exactly what you would decide, still
work.

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5. Provide Information for Decision Making

Make certain that you have given people, or made sure that they have access
to, all of the information they need to make thoughtful decisions.

6. Delegate Authority and Impact Opportunities Not Just More Work

Don’t just delegates the drudge work; delegate some of the fun stuff, too.
You know, delegate the important meetings, the committee memberships
that influence product development and decision making, and the projects
that people and customers notice. The employee will grow and develop new
skills. Your plate will be less full so you can concentrate on contribution.
Your reporting staff will gratefully shine - and so will you.

7. Provide Frequent Feedback

Provide frequent feedback so that people know how they are doing.
Sometimes, the purpose of feedback is reward and recognition. People
deserve your constructive feedback, too, so they can continue to develop
their knowledge and skills.

8. Solve Problems: Don't Pinpoint Problem People

when a problem occurs, ask what is wrong with the work system that caused
the people to fail, not what is wrong with the people. Worst case response to
problems? Seek to identify and punish the guilty. (Thank you, Dr. Deming.)

9. Listen to Learn and Ask Questions to Provide Guidance

Provide a space in which people will communicate by listening to them and

asking them questions. Guide by asking questions, not by telling grown up
people what to do. People generally know the right answers if they have the
opportunity to produce them.

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10. Help Employees Feel Rewarded and Recognized for Empowered
Behavior

When employees feel under-compensated, under-titled for the

responsibilities they take on, under-noticed, under-praised, and under-
appreciated, don’t expect results from employee empowerment.

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MODELS OF EMPLOYEES EMPOWERMENT

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 Employee Empowerment Challenges

Employee empowerment has absolutely been one of the key factors that
have led to the explosive growth experienced by many of today’s modern
industry giants. The workforces of these universally known companies are
comprised of same dynamic professionals that make up essentially every
other modern corporate workforce. The variable that exists between modern
industry giants and perhaps most other firms is the overall level of employee
empowerment.

1.) Challenge and Inspire

Today’s modern generation of talent is one that desires to personally

contribute at a high level and to be “managed” by inspirational leaders who
challenge their ability to innovate and generate results through their own
empowered performance. It is a workforce that requires frequent and open
communication and expects a business approach that provides the individual
with a format of empowered decisional freedom. Finally, it requires
meaningful recognition that identifies results on both a team and personal
contributions level.

2.) Stay Informed

Modern managers should take time consider these workforce observations to

incorporate strategies enhancing their current management approach. Would
a random survey of your team reveal that you are perceived more as a leader
or a traditional manager? This is important information to obtain if your goal
is to build an empowered team. Business leaders today consistently take
time to personally reflect on their management activities from a leadership
perspective and work to enhance their overall leadership skills as they
continue to grow professionally.

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3.) Stay Personal

Successful business leaders additionally acknowledge that leading teams

requires an investment of time focusing on communication as they work to
build an organization that is agile and empowered. This communication
requires focused “face time” and “voice time” that is targeted and data rich.
Emails and text messages might fill in the small communication gaps but fall
way short when it comes to inspiring highly empowered and productive
teams. It’s a leader’s personal connectivity that provides their team members
with the opportunity to openly voice information at a meaningful level that
is engaged and productive.

4.) Created an Empowered Culture

To raise the empowerment bar it is important to build an environment

throughout your organization that genuinely encourages and rewards
individuals to make self-directed decisions independently with the best
interest of your customers and the corporation in mind. As the direct links to
customers, your employees own the intimate customer level relationships
necessary to respond to your clients. Empowerment allows your team to
immediately and successfully transact business ahead of your competition.
Trust and training are the keys to facilitating self-directed empowered
decisions resulting in exceptional execution.

5.) Encourage Above and Beyond

Finally, almost every successful business leader will affirm that today’s
empowered workforce also requires more consistent recognition compared
to teams in the past. Today’s modern workforce performers thrive on
recognition and this can be delivered both inside and outside of the confines
of the office. To recognize the next great accomplishment within your
organization, try a hand-written note sent to an employee’s home instead of
their corporate mailbox. This simple follow up for a job well done crosses
over the threshold of the workplace and delivers recognition at home which
is a far more personal and appreciative setting.
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 THE EMPLOYEE EMPOWERMENT PROCESS

a) Valuing employees:

This involves appreciating workers by managers or executive

members in an organisation, this will aid in the process of showing that
you appreciate and value them for the work they perform in the
organisation and this helps in empowering workers. This is achieved
through the words used in communicating with workers and also body
language and fiscal expressions which should show appreciation to
workers. (Thomas (1990))

b) Sharing visions:

According to Narayan (2002) Employees are also empowered by

sharing information on the company’s vision and objectives. This helps
the employees to feel they are part of something big. Therefore the
organisation should share the mission and the strategic plans of the
organisation and this helps empowering workers, therefore
communication of organisation goals and strategies plays an important
part in employee empowerment process.

c) Direction and goal sharing with workers:

Sharing goals and directions according to Narayan (2002) is also a

way to empower workers, This involves sharing information with
workers on the goals and also the direction of the organisation, this
involves sharing information on observable and measurable goals and
this aids in empowering workers in accomplishing these goals.

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d) Trust:

The organisation should extend trust to their employees whereby they

will allow workers to make their own decisions which may not be in line
with the decided way of performing tasks. This is according to Rapport
(1984) and it is a way in which trust is extended to workers which aids in
empowering them.

e) Provision of decision making information:

This involves the provision of information to employees that will help

them make decisions on their own, this involves making sure that all
workers have access to this information and this will help them to make
sound decisions as they perform their tasks.

f) Involvement of workers in decision making:

This involves including workers in decision making of the

organisation, this helps in empowering workers because they will find a
sense of power in the organisation future and they will have a feeling of
worth in the organisation. (Thomas (1990))

g) Feedbacks:

It is important to frequently provide feedback to employees to show

how they have performed in the organisation for a given period, this
ensures that the employees feel a sense of recognition and also helps
them develop their skills and knowledge. (Thomas (1990))

h) Solving problems:

When problems occurs there is a need for the organisation to

implement ways in which to deal with these problems, it is not right to
blame the workers and instead of blaming them there is need to address
the problem by asking the workers what problem is in the work system
and not what is wrong with the workers. (Thomas (1990))

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i) Communication:

An organisation should ensure that it listens to its workers and at the

same time provide guidelines to them. The organisation should avoid
telling the workers what to do but should provide guidelines on how to
undertake tasks and what should be done to accomplish organisational
goals. (Rapport (1984))

j) Social reinforcements:

This involves giving encouragement to workers for the purpose of

boosting their self confidence in the work place, this involves giving
praise and rewarding workers for their achievement and this aids in the
empowerment process.( Rapport (1984))

k) Training:

Training and the provision of information is a major way in which an

organisation can empower its workers, this is because information itself
is power, and this should also be accompanied by proper communication
channels in the organisation. As workers receive more training they
experience an increase in their skills and knowledge and this will
increase their confidence when undertaking their tasks.

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 ORGANIZATION EFFECTIVENESS

The efficiency with which an association is able to meet its objectives. The
main measure of organizational effectiveness for a business will generally be
expressed in terms of how well its net profitability compares with
its target profitability. Additional measures might include growth data and
the results of customer satisfaction surveys.

“Organizational effectiveness can be described, using the definition for the

adjective "effective" by the Merriam-Webster Dictionary, as an organization
that produces a desired effect. Likewise, organizational efficiency can be
described as an organization that is productive without waste.”

CONTACT

SERVICES
ORGANIZATION CUSTOMER

EMPLOYEE

27
 HOW TO INCREASE ORGANISATION EFFECTIVNES

 Assess organization culture and capabilities

Our organization assessment tools provide objective insights that can

reveal organizational strengths and opportunities for development. We
work with your leaders to collect and respond to the data, crafting
organization improvement strategies to achieve business results.

 Focus on strategic business and talent management issues

Our team works with you to identify the high-leverage opportunities for
change – both at the individual and the organizational level. We design
and implement leadership development processes and organization
effectiveness initiatives that address real-time business challenges.

 Determine the unique leadership capabilities required to drive

business initiatives

Our team works with you to build a leadership competency model

designed around the unique vision, mission and values of your
organization. These competencies support a talent management
architecture focused on identifying and preparing the next generation of
leaders.

 Implement strategic change

We engage affected stakeholders to design and implement change

management strategies, increasing buy-in and accelerating organization
transitions.

28
 Increase cross-functional collaboration

We work with your leaders to articulate a shared vision for the

organization. Programs are designed to increase intra-organization
communication and break down internal barriers to collaboration.

 Develop capacity for organizational learning

We believe that smart, successful leaders can build on the experiences of

others to become even more successful. Our team designs processes to
capture best practices and to share lessons learned.

 Design applied learning projects to resolve business issues while

developing top talent

We design and facilitate comprehensive applied learning projects to

address real-time business issues, thus utilizing top talent to address
business challenges. Team members focus on personal leadership
development/learning opportunities, building leadership capacity for the
organization while addressing immediate business needs.

 Measure impact of talent development and organization change

initiatives

We work with you to determine key success indicators for your leadership
development and organization effectiveness initiatives. Our assessment
partners craft tools and processes to collect and analyze data around
identified metrics.

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 Factors Affecting Organizational Success

STRATEGIC Organizational People Environmental

FACTORS Factors Factors Factors
• Market • Strategic • Employee • Social
• Product Deployment Involvement • Economic
• Technology • Effective • Education • Competitive
• Customers Leadership • Training • Technology
• Suppliers • Policies • Internal
• Vision • Procedures Supplier-
• Processes Customer
• Value Creation
• Continuous Relations
Strategy
Improvement • Motivation
Culture • Teamwork
• Problem- • Communicatio
solving n
• Commitment • Safety
• Culture
• Measures of
Performance
• Trust, Honesty,
& Ethical
Behavior

30
Four Core Capacities for Organizational Effectiveness:

􀂃Leadership Capacity:
The ability of all organizational leaders to create and sustain the
vision, inspire, model, prioritize, make decisions, provide direction
and innovate, all in an effort to achieve the organizational mission.

􀂃Management Capacity:
The ability of a nonprofit organization to ensure the effective and
efficient use of organizational resources.

􀂃Technical Capacity:
The ability of a nonprofit organization to implement all of the key
Organizational and programmatic functions.

􀂃Adaptive Capacity
The ability a nonprofit organization to monitor, assess, respond to
and create internal and external changes.

In our work with organizations, we apply a systems view of our client that
greatly improve the success of your change initiative. We use a model that
employees the proverbial three-legged stool:

 PEOPLE  PROCESS  TECHNONLOGY

 PEOPLE: includes formal structures, informal relationships and

organizational culture.
 PROCESS: includes manufacturing and business activities such as
Lean thinking and Six Sigma.
 TECHNOLOGY: includes computers, laptops, robots etc.

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RELATION BETWEEN EMPLOYEE EMPOWERMENT &
ORGANISATIONAL EFFECTIVENESS:

CHOICE

TRUST COMPETENCY

IMPACT MEANING

EMPOWERMENT

EFFECTIVENESS

32
 LITERATURE REVIEW

1. Grove, (1971)The common dictionary definition of empowerment, "to

give official authority to: delegate legal power to: commission,
authorize" is the one most understood by most people.
2. Gandz (1990) writes, "Empowerment means that management vests
decision-making or approval authority in employees where, traditionally,
such authority was a managerial prerogative." However, this is not the
definition of what is usually called employee empowerment. One author
notes empowerment is, "easy to define in its absence—alienation,
powerless, helplessness—but difficult to define positively because it
'takes on a different form in different people and contexts'"
3. Zimmerman (1990) When most people refer to employee
empowerment they mean a great deal more than delegation. It is for this
reason that many authors provide their own definitions. Some of these are
vague, and meant to be so.
4. Block (1987) describes empowerment as "a state of mind as well as a
result of position, policies, and practices." One has to read an entire
chapter to understand what he means when he says. "To feel empowered
means several things. We feel our survival is in our own hands. . . .We
have an underlying purpose. We commit ourselves to achieving that
purpose, now." Other authors
5. Blanchard, Carlos & Randolph, (1996); Blanchard Bowles, (1998)
use their entire book to define empowerment. Still others provide an
excellent perspective of effective empowerment without mentioning the
word even once .
6. Freedman, (1998). Other author provided definitions are simplistic on
the surface, but have far greater implications than a first reading would
suggest.
7. Caudron (1995) articulates empowerment as, "when employees 'own'
their jobs; when they are able to measure and influence their individual
success as well as the success of their departments and their
companies." The casual reader may think that owning one's job is what

33
 the postal workers union seeks to provide their members. Most would
agree, however, that job security is not empowerment. Many employees
must measure their jobs by submitting reports. Seeking one's own
individual success is what the American dream is all about. And
knowing that one makes a contribution to the success of the department
and the company is a given in all but the largest organizations. It is only
when these ideas are taken together in one package that they approach a
definition of employee empowerment.
8. Ettorre's (1997) definition of empowerment as, "employees having
autonomous decision-making capabilities and acting as partners in the
business, all with an eye to the bottom-line" is more accessible to many
readers. While many employees understand their contribution to the
work at hand, how many know their contribution to the bottom line?
9. Bowen and Lawler (1992) indicate, "We define empowerment as
sharing with front-line employees four organizational ingredients: [the
first being] information about the organization's performance [another is]
knowledge that enables employees to understand and contribute to
organizational performance". The other two note are, "rewards based on
the organization's performance [and] power to make decisions that
influence organizational direction and performance." In a later article
these authors conclude that, "research suggests that empowerment exists
when companies implement practices that distribute power, information,
knowledge, and rewards throughout the organization. The authors go on
to note that, "if any of the four elements is zero, nothing happens to
redistribute that ingredient, and empowerment will be zero."
10.Spreitzer (1995) indicates, "psychological empowerment is defined as a
motivational construct manifested in four cognitions: meaning,
competence, self-determination, and impact. Together these four
cognitions reflect an active, rather than a passive, orientation toward a
work role”.Spreitzer notes, "the four dimensions are argued to combine
additively to create an overall construct of psychological
empowerment. In other words, the lack of any single dimension will
deflate, though not completely eliminate, the overall degree of felt
empowerment." This additive construct is distinct from Bowen &Lawler
's (1995) construct noted above which is multiplicative, indicating that
34
 the absence of any one of their four elements (power, information,
knowledge, and rewards) will completely eliminate empowerment.
Researchers tend to provide definitions of the concept of
empowerment which reflect observed end results or their research into
concepts which are known and are or may be precursors to
empowerment. In his 1995 dissertation,
11.Menon indicates, "the empowered state was defined as a cognitive state
of perceived control, perceived competence and goal internalization. . .
.The empirical results supported the view that empowerment is a
construct conceptually distinct from other constructs such as delegation,
self-efficacy and intrinsic task motivation.". In this case the constructs of
delegation, self-efficacy and intrinsic task motivation are known
quantities, each with its own previously tested validity.
12.Conger and Kanungo (1988) note in their literature review that,
"scholars have assumed that empowerment is the process by which a
leader or manager shares his or her power with subordinates. Power, in
this context, is interpreted as the possession of formal authority or control
over organizational resources.
This manner of treating the notion of empowerment from a management
practice perspective is so common that often employee participation is
simply equated with empowerment." However, they also note, “We
believe that this approach has serious flaws." Instead, the authors offer
this definition, "Empowerment is a process of enhancing feelings of self-
efficacy among organizational members through the identification of
conditions that foster powerlessness and through their removal by both
formal organizational practices and informal techniques of providing
efficacy information."He Implied here are new roles for managers and
supervisors, that is, removing conditions that foster powerlessness and
providing feedback about performance, in other words mentoring.
Other researchers have attempted to classify what has been written
and practiced previously, and found it lacking.
13.Quinnand Spreitzer (1997) provide two such classifications. In the,
"mechanistic approach” managers and researchers "believed that
empowerment was about delegating decision making within a set of clear
boundaries. . . . Delegate responsibility; and Hold people accountable for
35
 results."In the, "organic approach to empowerment" researchers and
managers "believed that it [empowerment] was about risk taking, growth,
and change. . . .Understanding the needs of the employees; model
empowered behavior for the employees; build teams to encourage
cooperative behavior; encourage intelligent risk taking; and trust people
to perform." However, they found these two approaches lacking; some
combination of the two was needed. In the end, they indicate,
"empowerment must be defined in terms of fundamental beliefs and
personal orientations. . . . Empowered people have a sense of self-
determination. . . .Empowered people have a sense of meaning. . .
.Empowered people have a sense of competence. . . . Empowered people
have a sense of impact."
14.Quinn & Spreitzer, (1997) The most comprehensive definition of
empowerment in the literature can be found in Thomas and Velthouse's
1990 article entitled "Cognitive elements of empowerment: An
'interpretive' model of intrinsic task motivation". The definition they
provide is:
To empower means to give power to. Power, however, has several
meanings…authority, so that empowerment can mean authorization. . .
.Capacity. . . .However, power also means energy. Thus to empower also
can mean to energize. This latter meaning best captures the present
motivational usage of the term.
15.Linda Honold indicates, "To be successful, each organization must
create and define it [empowerment] for itself. Empowerment must
address the needs and culture of each unique entity." (Honold, 1997) It
is in this spirit that I offer my own definition of empowerment. I have
drawn on several of the authors noted above and below for concepts. I
will provide credit in the appropriate sections below.

36
 RESEARCH METHODOLOGY

Research is an original contribution to the existing stock of knowledge

making for its advancement search of knowledge through objective &
systematic method of finding solution to the problem of research. Every
project requires genuine research. Success of any project & getting genuine
results from that depends upon the research method used by the research.

In order to understand the methodology used to compile this Project, this

chapter is included in order to clarify how an effective methodological
philosophy can to contribute the successful production of a un-bias and
critically Project, as well as comprehend the process underwent to reach the
pertinent conclusion outlined in chapter 5.

This chapter also serves the purpose of justifying and authenticating the
research procedures employed in order meet the set objectives and answers
the main research question of this Project.

DEFINITION
“A careful investigation or inquiry specially through search for new facts in any
branch of knowledge.”

The faction that provide base to the research are :

 Desire to get a research degree along with its consequential benefits.
 Desire to face challenge in solving the unsolved problem.
 Desire to get intellectual joy of doing some creative work.
 Desire to be of service to the society.
 Desire to get respectability.

37
 OBJECTIVES OF THE STUDY

 To determine where positive relationship exists between empowerment

and work performance.
 To find out the gap in empowerment expectations of the employees.
 To find out employees trust, commitment and co-operation.
 To find out communication among employees and divisions.

38
Research Methodology for the Report

A. RESEARCH DESIGN
I have used Exploratory Research as a tool to study labour welfare
measures of workers. “Exploratory Research Studies “are those studies,
which are concerned with specific predictions, with narration of facts and
characteristics concerning individual, group or situation.
 Scope of Study
This study is made to know the best of employee welfare activities so
that it can be implemented for better efficiency and better
achievement. The research studies the ‘RELEVANCE OF EMPLOYEE
WELFARE’. It also attempts to analyze the views and attitudes of
workers on various employee welfare measures for workers.

B. DATA COLLECTION
The task of data collection begins after a research problem is being
defined and research design chalked out.
Data types
a) Primary Sources
b) Secondary Sources

PRIMARY SOURCE —Personal Interviews, Questionnaires,

Observation
SECONDARY SOURCE—Books, Journals, Magazines, Newspaper,
Reports, Internet.

In order to collect the information for the research study I used the
questionnaire which was close-ended.

39
C. DATA ANALYSIS
After the data collection, various parameters have been used for the
purpose of data analysis & the information collected has been presented
in different tables & on the basis of these tables analysis &
interpretation has been made & the same has been presented in the form
of Bar Diagrams, Doughnuts & Pie-Diagrams.

D. SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from a given

population. There are many sample design from which a researcher can
choose. Researchers must prepare /select a sample design which should
be reliable and appropriate for their research only.
 Sampling Unit
The first step in developing any sample design is to clearly define the
set of objectives technically called universe to be studied. The universe
of my study includes the corporate houses whether big or small. These
are the organization which are indulged in providing welfare amenities
to labour for their betterment thereby improving the lot of working class
& make a worker a good employee and a good citizen

 Sample Size
This refers to the organizations surveyed. Although large samples are
more reliable but due to shortage of time and money this organization
has been selected.

Sample Size : 100

Type Of Question : Close-ended
Instrument Used : Questionnaire, Personal

 Sampling Technique
This refers to procedure by which the organizations have been chosen.
This is Non-Random Sampling : Convenience Sampling

40
 LIMITATION OF THE STUDY

 The size of the sample is very small due to shortage of time and
resources.
 Respondents may be biased in favor of management.
 Due to pressure of management, respondents were reluctant in
communicating.
 Difficulty was faced in getting the responses to various questions
because respondents could not devote enough time to me.
 Since this is an opinion survey, personal bias may have crept in, due
to the respondent’s tendency to rationalize their views

41
 DEMOGRAPHIC PROFILE:

Option No of Percentage
Respondents Respondents
Martial status Married 30 60
Unmarried 20 40
Total 50 100
Educational Graduate 20 40
Status Post graduate 30 60
Total 50 100
Gender Male 35 70
Female 15 30
Total 50 100

42
5.1 Aware of term “Empowerment”

TABLE.5.1: Aware of term “Empowerment”

S No. LEVEL OF OPTION NO. OF PERCENTAGE

RESPONDENT %
1. YES 80 100%

2. NO 0 0%

SOURCE: Self prepared questionnaire and field survey

FIG. 5.1: Aware of term “Empowerment”

EMPOWERMENT

yes
no

INTERPRETATION:

As per the research , it can be concluded that all the employees are aware of the
term empowerment.

43
5.2 Manager’s leadership skills help to empower employees.
TABLE 5.2 Manager’s leadership skills help to empower employees.
S.NO RESPONSE NO.OF RESPONDENTS PERCENTAGE%

1 To a great deal 50 63

2 A moderate deal 20 25

3 Not at all 10 13

SOURCE: Self prepared questionnaire and field survey

FIG.5.2 Manager’s leadership skills help to empower employees.

PERCENTAGE OF RESPONSE
To a great deal A moderate deal Not at all

13%

25%
62%

INTERPRETATION:
As per the research 63% of the employees said that leadership skills of the managers
help to empower their effectiveness to a great deal, 25% of employees said a
moderate deal, according to 13% of the employee’s leadership skills of the managers
don’t help to empower them.

44
5.3 Manager gives authority to participate in work relate decision making.

TABLE 5.3: Manager gives authority to participate in work relate decision making.
S.NO RESPONSE NO.OF PERCENTAGE%
RESPONDENTS
1 To great extent 5 6.25%
2 Somewhat 60 75%
3 Very little 5 6.25%
4 Not at all 10 12.5%
SOURCE: Self prepared questionnaire and field survey

FIG 5.3 Manager gives authority to participate in work relate decision making.

Decision Making
To great extent Somewhat Very little Not at all
6%
6% 13%

75%

INTERPRETATION:
As per the research 75% of the employees said that the manager gives them
somewhat authority to participate in the work related decisions making, 6% said
that they are given to a great extent and 13% employees said that they were not at
all given authority to be a part of decision making.

45
5.4 Manager delegates employee to take decisions on his behalf.

TABLE 5.4: Manager delegates employee to take decisions on his behalf.

S.NO RESPONSE No. OF PERCENTAGE %
RESPONDENTS
1 Never 10 12.5%
2 Rarely 50 62.5%
3 Occasionally 0 0%
4 Often 10 12.5%
5 Always 10 12.5%
SOURCE: Self prepared questionnaire and field survey

FIG 5.4 Manager delegates employee to take decisions on his behalf.

PERCENTAGE OF RESPONSE
Never Rarely Occasionally Often Always

13% 12%

13%
0%

62%

INTERPRETATION:
As per the research 62.5% of employees said that the managers rarely delegated the
employees to take decisions, 12.5% said managers never delegate the work, whereas
12.5% of employees said often managers delegated them.

46
5.5 Employee has given the opportunity to suggest improvement.

TABLE 5.5: Employee has given the opportunity to suggest improvement.

S.NO RESPONSE NO. OF PERCENTAGE %
RESPONDENTS
1 To great extent 5 6.25%
2 Somewhat 60 75%
3 Very little 10 12.5%
4 Not at all 5 6.25%
SOURCE: Self prepared questionnaire and field survey

FIG 5.5 Employee has given the opportunity to suggest improvement.

PERCENTAGE OF RESPONDENTS
To great extent Somewhat Very little Not at all

0%

7%

13%

80%

INTERPRETATION:
As per the research 75% of the employees said that employees are given somewhat
opportunities to suggest improvement regarding the work decisions, 12.5%of
employees said that employees are given very little opportunity to suggest
improvement regarding the work decisions , 6.25% of them have not participated in

47
it and remaining other 6.25% are part of this work for a great extent in
improvement.
5.6 Employees have access to all the information related to their work.

TABLE 5.6: Employees have access to all the information related to their work.
S.NO RESPONSE NO. OF PERCENTAGE %
RESPONDENTS
1 To great extent 75 93.75%
2 Somewhat 5 6.25%
3 Very little 0
4 Not at all 0
SOURCE: Self prepared questionnaire and field survey

FIG 5.6: Employees have access to all the information related to their work.

To a great extent
Somewhat
Very little
Not at all

INTERPRETATION:

48
As per the research 94% of the employees are aware about the information related
to their work as they perform the work on daily basis and others 6% are those who
are new or recent joiners to the work.

5.7 Manager value employee’s suggestions and requests.

TABLE 5.7 Manager value employee’s suggestions and requests.

S.NO RESPONSE NO.OF PERCENTAGE %
RESPONDENTS
1 To great extent 20 25%
2 Somewhat 60 75%
3 Very little 0 0%
4 Not at all 0 0%
SOURCE: Self prepared questionnaire and field survey
FIG 5.7 Manager value employee’s suggestions and requests.

To a great extent Somewhat Very little Not at all

0% 0%

25%

75%

INTERPRETATION:

49
As per the research 25% of the employees said that manager value their suggestions
and requests to a great extent and 75% of the employees identified that the
manager gives somewhat value to the work done by the employees.

5.8 Manager encourages employees to use their own innovative & creative skills at
work.

TABLE 5.8: Manager encourages employees to use their own innovative & creative
skills at work.
S.NO RESPONSE NO.OF Percentage %
RESPONDENTS
1 To a great extent 60 75%
2 Somewhat 10 12.5%
3 Very little 5 6.25%
4 Not at all 5 6.25%
SOURCE: Self prepared questionnaire and field survey
FIG 5.8: Manager encourages employees to use their own innovative & creative
skills at work.

To a great extent Somewhat Very little Not at all

6.25%
6.25%

12.50%

75%

INTERPRETATION:

50
As per the research 75% of employees said that the manager uses their innovation
& skills in work related activities to a great extent, 6.25% said that manager
appreciates very little and 6.25% said manager rejects their ideas.
5.9 Promotion works unit based on merit.

TABLE 5.9: Promotion works unit based on merit.

S.NO RESPONSE NO.OF PERCENTAGE %
RESPONDENTS
1 Strongly agree 5 6.25%
2 Agree 5 6.255
3 Neutral 60 75%
4 Disagree 5 6.25%
5 Strongly disagree 5 6.25%
SOURCE: Self prepared questionnaire and field survey

FIG 5.9 Promotion works unit based on merit.

PERCENTAGE OF RESPONDENTS
Strongly agree Agree Neutral Disagree Strongly disagree

6% 7%
6% 6%

75%

INTERPRETATION:
As per the research 75% of the employees are neutral neither they agreed nor
disagreed that promotion is given based on merit whereas, 6.25% of employees are
strongly agree, agree, disagree and strongly disagree to merit based promotion.

51
5.10 Employees rewarded for providing high quality products and services to
customers.

Table5.10 Employees rewarded for providing high quality products and services to
customers.

S.NO RESPONSE NO. OF PERCENTAGE %

RESPONDENTS
1 STRONGLY AGREE 5 6.25%
2 AGREE 60 75%
3 NEUTRAL 15 18.75%
4 DISAGREE 0 0%
5 STRONGLY DISAGREE 0 0%
SOURCE: Self prepared questionnaire and field survey

FIG 5.10 Employees rewarded for providing high quality products and services to
customers.

PERCENTAGE OF RESPONDENTS
STRONGLY AGREE AGREE NEUTRAL DISAGREE

0%

6%
19%

75%

INTERPRETATION:
As per the research 75% of the employees agreed with the reward for providing
high quality products and services to customers, 6.25% of employees strongly agree
because they get motivated and perform the work in better way.

52
5.11 Supervisors & team leaders in your work unit support employee development.

TABLE 5.11Supervisors& team leaders in your work unit support employee

development.

S.NO NO.OF RESPONDENTS DEGREE PERCENTAGE %

1 STRONGLY AGREE 10 12.5%
2 AGREE 70 87.5%
3 NEUTRAL 0 0%
4 DISAGREE 0 0%
5 STRONLGY DISAGREE 0 0%
SOURCE: Self prepared questionnaire and field survey

FIG 5.11 Supervisors & team leaders in your work unit support employee
development.

Sales
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONLGY DISAGREE

0% 0% 0%

12%

88%

INTERPRETATION:
As per the research 12% of employees strongly agreed that manager provided them
support and development for employees betterment and 88% agreed with the
development process which enhance employees skill and experience given by the
Supervisors.

53
 5.12 Effect of employee empowerment on organization effectiveness.

Give rating Extent of organization effectiveness.

Factors encouraging employee a. Not at all b. c. Very d. Totally

empowerment: effective Somewhat effective effective
effective

1. Joint decision making

0 50 10 20

2. Job satisfaction 0 10 60 10

3. Strong interpersonal
relationship 0 0 70 10

4. Congenial working
environments 0 10 50 20

SOURCE: Self prepared questionnaire and field survey

54
 FIG 5.12: 1. Joint decision making
Column1
Not at all effective Somewhat effective Very effective Totally effective

10%
20%

10%

60%

INTERPRETATION:
As per the research 60% of employees said joint decision making is somewhat
effective in employee empowerment on organization effectiveness.

FIG 5.12: 2. Job satisfaction

Not at all effective Somewhat effective Very effective Totally effective
Not at all
effective
0%
Totally Somewhat
effective effective
10% 10%

Very effective
60%

INTERPRETATION:
As per the research 60% of employees said if employees are satisfied with their job,
it becomes very effective to empower them so that they can be given higher

55
responsibility job whereas only 10 percent employees said that it was somewhat
effective in enhancing empowerment.

FIG 5.12: 3 Strong interpersonal relationship

NO. OF RESPONDENTS
Not at all effective Somewhat effective Very effective Totally effective
0%
10%
20%

70%

INTERPRETATION:
As per the research 70% of employees said that strong interpersonal relationships
are very effective in providing employee empowerment as it builds trust,
cohesiveness and improves formation of teams and groups. It gives synergistic effect
in the groups of employees whereas only 20 percent employees said it is effecting
empowerment totally.

FIG 5.12: 4.Congenial working environments

Not at all effective Somewhat effective Very effective Totally effective

10%
20%
10%

60%

INTERPRETATION:
As per the research 60% of the employees said that providing congenial working
environment is very effective in boosting employee empowerment whereas 20% of
employees said that it is totally effective in empowering them.

56
 FINDINGS

1. All the employees are aware about the term empowerment.

2. Manager’s leadership skills help to empower employees in a great
deal.
3. Manager gives employees authority to participate in work related
decision making.
4. All the employees are extremely familiar regarding organization’s
mission & vision.
5. Employees participate in setting goals & objectives for their job.
6. Employees have access to all the information related to their work.
7. Employees give more latitude on job as they gain more expertise.
8. Manager encourages employees to use their own innovative & creative
skills to a great extent at work.
9. Employees are rewarded for providing high quality products and
services to customers to increase their ability and efficiency.
10.Managers help the employees to develop and improve their skill and a
through continuous training and development activities.
11.Joint decision making helps the employees for better results.
12.Flatter organization structure promotes empowerment among
employees

57
 SUGGESTIONS

1) Complete Decision making power should be given to the capable

employees and their teams to make decision regarding their job.
2) Empowerment through job enrichment should be given rather than
enlargement.
3) Clear guidelines should be given to employees for the goals, scope of the
project and limits of authority.
4) Proper training and development activities should be carried out to make
them employees more capable and competitive
5) Equal participation of subordinate and superior should be made while
setting goals for each project.
6) Activities like role play and business games should be carried out to
improve role clarity among team members

58
 Conclusion

Participation in decision making, or employee empowerment, is a

management concept that has been the subject of over 50 years of research.
Participation can be used in several areas, methods and forms which are all
subject to psychological, organizational and environmental factors for
success. Participation is not appropriate for every decision-making situation,
but if it is the chosen method for dealing with a task or problem, it must be
managed skillfully. Participation must be managed to avoid potential
dilemmas that can arise in initiating the program, structure, choice of issues,
and the decision-making teams involved. Finally, if certain guidelines are
followed and its limitations are understood, participation can be an effective
tool. As we move through the 1990s increasing emphasis will be placed on
participative management mainly because decisions are becoming more
complex and managers will be required to integrate the knowledge of
specialists in different functional and technical areas. Moreover, those that
are entering the workforce today have higher expectations of being involved
in management decisions. Finally, with the pressure of worldwide
competition, organizations who wish to remain competitive must use the
potential of all their members.

59
 BIBLIOGRAPHY

 Aeppel, T. (1997, September 8). Missing the boss: Not all workers
find idea of empowerment as neat as it sounds. The Wall Street
Journal, pp. 1, 10.
 Blanchard, K. & Bowles, S. (1998). Gung Ho! Turn on the people in
any organization. New York: William Morrow.
 Blanchard, K., Carlos, J.P. & Randolph, A. (1996). Empowerment
Takes More Than a Minute. San
Francisco: Berrett-Koehler.
 Block, P. (1987). The Empowered Manager: Positive Political Skills
at Work. San Francisco: Jossey-Bass. Bowen, D.E. & Lawler, E.E.
(1992). The empowerment of service workers: What, why, how and
when. Sloan Management Review, Spring 1992, p. 31.
 Bowen, D.E. & Lawler, E.E. (1995). Empowering service
employees. Sloan Management Review, Summer 1995, p.73.

BOOKS:

1. Gupta C.B, “Human resource management” Sultan chand &

sons.(2008)
2. Chhabra T.N, “Human resource management” Dhanpar rai & co.
(2009)
3. Rao V.S.P, “Human resource management” Excel books (2007?)

WEB SITES :

 http://ceo.usc.edu/pdf/G941244.pdf.
 http://www.kimberlyalyn.com/Articles/The%20Power%20of%20Emp
owerment.pdf on 2011.
 Williams, Ron. "Self-Directed Work Teams: A Competitive
Advantage”
http://www.qualitydigest.com/nov95/html/self-dir.html.

60
 ANNEXURE
Q1 Aware of term “Empowerment”

a. Yes
b. No

Q2 Manager’s leadership skills help to empower employees.

a. To a great deal
b. A moderate deal
c. Not at all

Q3 Manager gives authority to participate in work relate decision

making.

a. To great extent
b. Somewhat
c. Very little
d. Not at all

Q4 Manager delegates employee to take decisions on his behalf.

a. Never
b. Rarely
c. Occasionally
d. Often
f. Always

Q5 Employee has given the opportunity to suggest improvement

a. To great extent
b. Somewhat
c. Very little
d. Not at all

61
Q6 Employees have access to all the information related to their work

. a. To great extent
b. Somewhat
c. Very little
d. Not at all

Q7 Manager value employee’s suggestions and field and requests.

a. To great extent
b. Somewhat
c. Very little
d. Not at all

Q8 Manager encourages employees to use their own innovative &

creative skills at work.

a. To great extent
b. Somewhat
c. Very little
d. Not at all

Q9 Promotion works unit based on merit.

a. Strongly agree
b .Agree
c. Neutral
d. Disagree
e. Strongly disagree

62
Q10 Employees rewarded for providing high quality products and
services to customers.

a. Strongly agree
b .Agree
c. Neutral
d. Disagree
e. Strongly disagree

Q11 Supervisors & team leaders in your work unit supports employee
development.

a. Strongly agree
b .Agree
c. Neutral
d. Disagree
e. Strongly disagree

Q12 Effect of employee empowerment on organizational effectiveness.

12.1 Joint decision making

a. Not at all effective

b. Somewhat effective
c. Very effective
d. Totally effectiveness

12.2 Job satisfaction

a. Not at all effective

b. Somewhat effective
c. Very effective
d. Totally effectiveness

63
12.3 Strong interpersonal relationship

a. Not at all effective

b. Somewhat effective
c. Very effective
d. Totally effectiveness

12.4 Congenial working environment

a. Not at all effective

b. Somewhat effective
c. Very effective
d. Totally effectiveness

64