Chapter 8 empowerment and participation & managing change
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The document discusses empowerment and participation in organizations. It explains that empowerment involves giving employees greater autonomy through sharing information and control over job factors to improve self-efficacy. Participation means the mental and emotional involvement of employees through contribution and responsibility. When prerequisites are met, participation programs can benefit both employees and employers by increasing motivation, output, and communication. However, limitations include lack of management support and difficulties adjusting manager roles.
Chapter 8 empowerment and participation & managing change
- 1. Empowerment & ParticipationAdamson University Human Behavior in Organization Professor Melvin Vitug Moraga
- 4. Learning Objectives Explain the nature of empowerment and its prerequisites Illustrate participative process Evaluate the benefits of participation Examine the benefits of participation
- 5. Rationale Most organizations have employees who are dependent on others and that their own efforts will have little impact on performance The feeling of powerlessness contributes to the experience of low self-efficacy Low self-efficacy is the feeling of people that they cannot successfully perform their jobs or make meaningful contributions
- 6. Causes of Low Self-Efficacy major organizational changes authoritarian leader ineffective reward system lack of job variety
- 7. EMPOWERING EMPLOYEES Feelings of low self-efficacy can be raised by: EMPOWERMENT is any process that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting job performance
- 8. 5 Broad Approaches to Empowerment 1. Helping employees achieve mastery 2. Allowing more control 3. Providing successful role models 4. Using social reinforcement and persuasion 5. Giving emotional support
- 9. Remove Conditions of powerlessness Changes Leadership Reward System Job Perception of empowerment Competence Autonomy Job Meaning Sense of impact EFFECTIVENESS SATISFACTIONEnhance job- related self efficacy • Job mastery • Control & accountability • Role models • Reinforcement • Support Process of Empowerment
- 10. What Does Participation Mean? The mental and emotional involvement of people in group situations that encourages them to contribute to group and share responsibility for them 3 Elements: I C R : nvolvement ontribution esponsibility
- 11. 3 Important Ideas of Participation Involvement Contribution Responsibility Participation means meaningful (ego) involvement rather than mere muscular activity 11
- 12. 3 Important Ideas of Participation Involvement Contribution Responsibility • People are empowered to release their own resources of initiative and creativity toward the organization’s objectives. 12
- 13. 3 Important Ideas of Participation Involvement Contribution Responsibility Participation encourages people to accept responsibility in their group’s activities 13
- 14. Forces Affecting Greater Use of PARTICIPATION Research results Productivity Improvement Pressures Utilization of workplace diversity Employee desires for meaning Employees desire & expectation Ethical Arguments P A R T I C I P A T I O N
- 15. How Participation Works The Participative Process Participative Programs Involvement Mental Emotional OUTCOMES *Organization: Higher output Better quality Creativity Innovation *Employees: Acceptance Self efficacy Less stress Satisfaction Situation
- 16. Impact of Managerial Power • Leader-member exchange - participation is a sharing process between managers and employees - built upon leader-member exchange model of leadership - leader selectively delegates, informs, consults… subordinate contributes to task performance • Two views of power - increases power of both managers and their employees
- 17. Impact of Managerial Power AutocraticView Power ParticipativeView Power Is fixed amount Is variable amount Comes from the authority structure Comes from people through both official and official channels Is applied by management Is applied by shared ideas and activities in group Flows downward Flows all directions
- 18. Prerequisites for Effective Participation 1. Adequate time to participate 2. Potential benefits greater than costs 3. Relevance to employee interests 4. Adequate employee abilities to deal with the subject 5. Mutual ability to communicate 6. No feeling of threat to either party 7. Restriction to the area of job freedom
- 19. Contingency Factors Influence the Success of Participative Programs Emotional Intelligence Needs Responsibilities
- 20. Contingency Factors 1 Leader’s Emotional Intelligence Combination of abilities - to be aware of and understand one’s own feelings, to realize why one is feeling that way, and to manage one’s emotions effectively It uses leader’s empathy, compassion, optimism, humor, integrity, caring, and persuasiveness to build the kind of relationship with employees …
- 21. Contingency Factors 2 Differing Employee Needs for Participation Some employees desire more participation than others Educated and higher-level workers often seek more participation… The difference between an employee’s desire and actual participation gives measures of the potential effectiveness of participation… • “participatively deprived” - underparticipation • “participatively saturated” - overparticipation
- 22. NOTE: Participation is not something that should be applied equally to everyone. Rather it should match each person’s needs
- 23. Contingency Factors 3 Responsibilities of Employees and Managers the degree to which all employees recognize that the opportunities provided are accompanied by a set of responsibilities Be fully responsible for their actions and their consequences Operate within the relevant organizational policies Be contributing team members Respect and seek to use the perspective of others Be dependable and ethical in their empowered actions Demonstrate responsible self-leadership Identifying the issues to be addressed Specifying the level of involvement desired Providing relevant information and training Allocating fair rewards Expectationformanagers Expectationforemployees
- 24. Benefits of Participation Participation brings higher output and a better quality of output Participation tends to improve motivation because employees feel more accepted and involved Participation establishes better communication as a people mutually discuss work problems. The benefits may be slow…When one company adopted participative management, it predicted 10 years would be needed to achieve the full effect.
- 25. Programs for Participation Some organizations give their managers some discretion to choose which program to use; other organizations mandate a particular approach throughout the company Participative management is used when a company uses either an approach with widespread application or a sufficient number of programs
- 26. SELECTIVE TYPES OF PARTICIPATIVE PROGRAMS SUGGESTION PROGRAMS QUALITY CIRCLES TOTAL QUALITY MANAGEMENT SELF- MANAGING TEAMS EMPLOYEE OWNERSHIP PLANS
- 27. Selected Types of Participative Programs Suggestion Programs – are formal plans to invite individual employees to recommend work improvements (e.g. cost savings) - limited to individual initiative instead of group problem solving
- 28. Quality Emphasis: Quality Circles and TQM Quality Circles - voluntary groups that receive training in statistical techniques and problem solving skills to improve productivity and working conditions meet regularly and generate solutions
- 29. Key to Successful Quality Circles Use them for measurable, short tem problems Obtain continuous support from management Apply the group’s skills to problems Train supervisors in facilitating skills
- 30. Quality Emphasis: Quality Circles and TQM An approach which gets employee involved in the process of searching for continuous improvements Employees are provided with extensive training in problem solving, group decision making, and statistical method
- 31. Self-Managing Teams natural work groups that are given a large degree of decision-making autonomy
- 32. Employee Ownership Plans employees provides the capital to purchase control of an existing operation
- 33. Limitations of Participation Theory X belief Lack of support from higher levels Managerial fear of lost – power, status, control Lack of adequate training for managers and employees Problems encountered in early stages Substantial efforts needed to implement D E C R E A S E D P A R T I C I P A T I O N
- 34. Managerial Concerns about Participation Difficulty of some managers to adjust to their new roles in a high involvement system Lack of preparation either managers or employees Shift manager’s role from judge and critic to partners with employees Essence of servant leadership places the needs of others above one’s own self
- 35. Managerial Concerns about Participation They listen actively They treat others with respect They seek to engage in dialogue and often paraphrase to ensure understanding They affirm the worth and contributions of each participant They are willing to admit mistakes and ask for help Servant Leader’s Key Behaviors
- 36. Summary: Many employees want to become empowered so they can play a meaningful role in the organization Participation is an important vehicle for empowering employees Participation is a sharing process that may increase the power of both employees and the manager When prerequisites are met, it can provide a variety of benefits for both employees and employers
- 37. Summary: A number of participative programs can be effective, and vary in degree to which they meet the criteria for full involvement Managers need to redefine themselves as stewards of resources and seek to fulfill servant leadership role that helps to grow and develop