Empowering People in the Workplace
Empowering People in the Workplace
James C. Sciascia
University of Phoenix
November 14, 2005 Empowering People in the Workplace Managers are studying in-depth for different ways to implement empowerment techniques into their organizations. The term empowerment is making its way in today 's corporations because all levels of management are cutting back the number of employees in their organizations. Management is reducing the volume of employees while the volume of work is increasing. A manager 's ability to empower his workforce is expected in order for him to succeed. However, most managers have a hard time with empowering their employees. If empowerment is a challenge to implement in an organization, then read on.
Most organizations have a knowledge base from their employees ' experiences, individual expertise, and work processes. In order for management to create empowerment in their organizations, they must look at the knowledge base concerning the skills and abilities of their workforce. Management must know what areas he wants to delegate and be sure that employees have the skills and abilities to perform the various tasks within the company. The employee needs to know how much power is delegated to him/her and have a clear understanding of what is expected of him/her (Houtzagers, 1999).
Another advantage of empowerment in the workforce is when individuals feel that they are powerless. This may come about when organizations are restructuring or when a company downsizes. It is critical for management to find out why there is a sense of powerlessness. Once these conditions are defined, empowerment strategies and tactics can be put into place to counter act the fear. According to Appelbaum, Bethune, & Tannenbaum (1999) "this state can only succeed if the strategies and tactics directly provide personal efficacy information to them" (p.109). This can only be successful when the employee is responsible for specific actions. Self-efficacy theory offers
James C. Sciascia
University of Phoenix
November 14, 2005 Empowering People in the Workplace Managers are studying in-depth for different ways to implement empowerment techniques into their organizations. The term empowerment is making its way in today 's corporations because all levels of management are cutting back the number of employees in their organizations. Management is reducing the volume of employees while the volume of work is increasing. A manager 's ability to empower his workforce is expected in order for him to succeed. However, most managers have a hard time with empowering their employees. If empowerment is a challenge to implement in an organization, then read on.
Most organizations have a knowledge base from their employees ' experiences, individual expertise, and work processes. In order for management to create empowerment in their organizations, they must look at the knowledge base concerning the skills and abilities of their workforce. Management must know what areas he wants to delegate and be sure that employees have the skills and abilities to perform the various tasks within the company. The employee needs to know how much power is delegated to him/her and have a clear understanding of what is expected of him/her (Houtzagers, 1999).
Another advantage of empowerment in the workforce is when individuals feel that they are powerless. This may come about when organizations are restructuring or when a company downsizes. It is critical for management to find out why there is a sense of powerlessness. Once these conditions are defined, empowerment strategies and tactics can be put into place to counter act the fear. According to Appelbaum, Bethune, & Tannenbaum (1999) "this state can only succeed if the strategies and tactics directly provide personal efficacy information to them" (p.109). This can only be successful when the employee is responsible for specific actions. Self-efficacy theory offers
References: Appelbaum, S., Bethune, M., & Tannenbaum, R. (1999). Downsizing and the emergence of self-managed teams. Participation & Empowerment, 7(5), 109. Retrieved November 06, 2005, from Proquest database. Gijs, H., (1999). Empowerment, using skills and competence management. Participation & Empowerment, 7(2), 27. Retrieved November 06, 2005, from Proquest database. Schermerhorn, J., Hunt, J., & Osborn, R. (2005). Organizational behavior (9th ed.). New York: John Wiley & Sons, Inc. Retrieved November 09, 2005, from University of Phoenix, rEsource, MGT/331—Organizational Behavior Web site: https://ecampus.phoenix.edu/secure/resource/resource.asp Wyer, P., & Mason, J. (1999). Empowerment in small businesses. Participation & Empowerment, 7(7), 180. Retrieved November 06, 2005, from Proquest database.