14e

Organizational
Behavior
Human Behavior at
Work

Chapter Eight
Empowerment
and Participation
John W. Newstrom

Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
 Outline
 What is Empowerment?
 What is Participation
 Why is Participation Popular?
 The Participative Process

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 Empowerment
 Provides greater autonomy to employees
through:
 Sharing of relevant information
 Provision of control over factors affecting job
performance
 Removes conditions that lead to powerlessness
 Powerlessness causes low self-efficacy
 Low self-efficay - Conviction among people that they
cannot successfully perform their jobs or make
meaningful contributions
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 Empowerment
 Impostor phenomenon: Individuals fail to
properly acknowledge their own expertise and
accomplishments
 Erroneously attribute their success to luck, charm,
personal contacts, or timing
 Behavioral tools to overcome powerlessness
 Mutual goal setting and job feedback
 Modeling and contingent reward systems
 Participative management

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 Figure 8.1 - The Process of Empowerment
Requires a Two-pronged Attack

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 Participation
 Mental and emotional involvement of people in
group situations
 Encourages contribution to and shared
responsibility of group goals
 Elements
 Involvement
 Pseudoparticipation: Empty managerial actions
 Motivation to contribute
 Acceptance of responsibility
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 Figure 8.3 - The Participative Process
Outcomes

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 Figure 8.5 - Prerequisites for Participation

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