EMPOWERING HRM (2)

Psychological Empowerment
 Psychological Empowerment
Meaning - fit between
the work role and the
employee’s values
and beliefs
E2s
Self-determination -
having control over
the way one does
one’s work
Competence - belief
that one has the
ability to do the job
well
Impact - belief that
one’s job makes a
difference within the
organization
 Psychological Approach

ANTECEDENTS/
PSYCHOLOGICAL OUTCOMES/
PRECONDITIONS
EMPOWERMENT EFFECTS
Antecedents of Empowerment
CATEGORY FACTORS EXAMPLE OF RESEARCHERS

Education Spreitzer (1996) Koberg et al (1999)

Tenure Koberg et al (1999)
Organisational rank Koberg et al (1999)
INDIVIDUAL
Self-esteem Spreitzer (1995b)
Role ambiguity Spreitzer (1996)
Concern for performance Siegall and Gardner (2000)
Peer helping behaviour Corzum and Enz (1999)
Team work Siegall and Gardner (2000)
PEER/GROUP
Group effectiveness Koberg et al (1999)
Worth of group Koberg et al (1999)
Communicative Siegall and Gardner (2000)
MANAGER/ LEADER Approachability Koberg et al (1999)
Span of control Spreitzer (1996)
Job autonomy Kraimer et al (1999)
JOB Job meaningfulness Kraimer et al (1999)
Task feedback Kraimer et al (1999)
Unit size Spreitzer (1996)
Socio-political support Spreitzer (1996)
ORGANISATIONAL Supportive Climate Corzum and Enz (1999)
ENVIRONMENT Participative climate Spreitzer (1996)
Access to Information Spreitzer (1995b), 1996)
General relation Siegall and Gardner (2000)
EXTERNAL Supportive customer Corzum and Enz (1999)
Outcomes of Empowerment
EFFECTS OF
EXAMPLE OF RESEARCHERS
EMPOWERMENT

Spreitzer et al (1997), Fuller et al (1999),

Job Satisfaction Koberg et al (1999)

Spreitzer (1995a, 1995b), Spreitzer et al (1997),

Effectiveness Koberg et al (1999)

Innovative behaviour Spreitzer (1995a, 1995b), Spreitzer et al (1999)

Career intention Kraimer et al (1999)

Organisational commitment Kraimer et al (1999), Koberg et al (1999)

Positive leadership traits Spreitzer et al (1999), Fuller et al (1999)

Apa kritik anda atas konsep ini?
Criticisms on
Psychological Approach
 merely a cognitive or intrapersonal
construct (where is intrapersonal or
behavioral)
 Empowerment becomes a mind game
(where is the real power)
 a static personality trait instead of a
more dynamic contextually driven
construct
 perceptions and not objective
variables
HR Perspective
HR Perspective
‘There is a broad agreement that the
term refers to the enhancement of
certain agents’ capacity to take
decisions, but there is considerable
disagreement over: what this ‘capacity’
refers to, in what way it is ‘enhanced’
and to which ‘decisions’ and ‘agents’ it’
applies (Hales, 2000)
 Bowen and Lawler
High-involvement Create in employees an
management empowered state of That leads to these
practices that push mind in which they positive results:
down: feel:
Power More personal control Satisfied employees
Quality circles, job over how to perform motivated to
enrichment, self- the job perform
managed teams More awareness of the Satisfied, even
Information business and strategic delighted,
Customer feedback, unit context in which the customers
performance data, data job is performed Organisations that
on competitors More accountability for enjoy the returns
Knowledge performance outcomes from customer
Skills to analyse business satisfaction and
results, groups process retention
skills
Rewards
Pay tied to service
quality, individual and
 Contingencies of
Empowerment
Empowerment
Contingency Production line approach
approach
Basic business Low cost, Differentiated, customised,
strategy high volume personalised
Relationships,
Tie to customer Transaction
long time period
Routine, Non routine,
Technology
simple complex
Business Unpredictable, many
Predictable, few surprises
environment surprises
Theory Y managers,
Theory X managers,
employees with high
employees with low
growth needs, high
Types of people growth needs, low special
social needs, and
needs, and weak
strong interpersonal
interpersonal skills
skills
Criticisms of HR
Empowerment
 Little empirical supports
 Fairy tales: fail to address real problems are
tackled in real organizations
 ambiguous, contrasting, and competing
definitions
 methodological weaknesses
 apolitical assumption on organisation
 genuine objectives of empowering employees
 disappointing impacts of empowerment
Tugas
 Kritik pemikiran Byham tentang
“pemberdayaan SDM”