Business Discussion
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Newstrom14e_PPT_Ch08.pptChapter Eight Empowerment and Participation
Organizational
Behavior
John W. Newstrom
Human Behavior at
Work
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Learning Objectives
The nature of empowerment and its prerequisites
The participative process
Benefits of participation
Types of participative programs
Limitations of participation
Servant leadership
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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 8.2 - Forces Affecting the Greater Use of Participation
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Figure 8.3 - The Participative Process Outcomes
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Impact on Managerial Power
Leader-member exchange model: Reciprocal relationship between leaders and their followers
For each employee, leader selectively:
Delegates, informs and consults, and mentors
Praises and rewards
To the manager, each subordinate contributes various degrees of:
Task performance
Loyalty and respect
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Figure 8.4 - Two Views of Power and Influence
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Figure 8.5 - Prerequisites for Participation
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Figure 8.6 - Participation Exists Along a Continuum
Source: Adapted from Robert Tannenbaum and Warren H. Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review, March–April 1958, p. 96.
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Contingency Factors
Emotional intelligence: Combination of:
Personal abilities - Self-awareness and self-management
Social competencies - Social awareness and relationship management
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Contingency Factors
Differing employee needs for participation
Underparticipation: Occurs when employees want more participation than they have and feel deprived
Overparticipation: Occurs when employees have more participation than they want and feel saturated
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Figure 8.7 - Products of the Relationship between an Employee’s Desired Participation and a Manager’s Use of It
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Contingency Factors
| Responsibilities of employees | Responsibilities of managers |
| Be responsible for their actions and their consequences | Identify the issues to be addressed |
| Operate within the relevant organizational policies | Specify the level of involvement desired |
| Be contributing team members | Provide relevant information and training |
| Respect and use the perspectives of others | Allocate fair rewards |
| Be dependable and ethical in their empowered actions | |
| Demonstrate responsible self-leadership |
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Figure 8.8 - Selected Types of Participative Programs
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Programs for Participation
Participative management: Developing a substantial sense of empowerment among employees by using:
Significant approach with widespread application
Sufficient number of programs
Suggestion programs: Formal plans to invite individual employees to recommend work improvements
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Quality Circles
Voluntary groups that receive training in process improvements and problem-solving skills
Meet to produce ideas for improving productivity and working conditions
Help employees feel they have some influence on their organization
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Guidelines for Successful Quality Circles
Use for measurable, short-term problems
Obtain continuous support from management
Apply group’s skills to problems within the circle’s work area
Train supervisors in facilitation skills
View them as a starting point for other more participative approaches
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Total Quality Management (TQM)
Formal program with direct participation of all employees
Employees are trained in:
Problem solving
Group decision making
Statistical methods
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Rapid-cycle Decision Making
Participative process that is time-efficient, inclusive, genuine, transparent, and yields definitive outcomes
Involves
Creation of a project steering committee
Identification of possibly affected employees
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Rapid-cycle Decision Making
Framing of key issues and presentation
Distribution by email
Willingness to support the collective decision
Final judgments made by the steering committee where consensus could not be achieved
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Self-Managing Teams
Natural work groups with large degree of decision-making autonomy
Expected to control their own behavior and results
Formal version of the group-decision approach
Known as semi-autonomous work groups or sociotechnical teams
Key feature - Diminished role for managers
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Employee Ownership
Employees provide the capital to purchase control of an existing operation
Stimulus - Threatened closings of marginally profitable plants, with little hope of other employment in a suffering local economy
Has been tried in diverse industries
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Flexible Work Arrangements
Grant employees more flexibility in determining how, when, and where work gets done
Primary forms
Telecommuting
Compressed workweeks
Job sharing
Flexible schedules
Part-time work
Time away from work
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Flexible Work Arrangements
Benefits for:
Employees - Higher levels of job satisfaction and reduced job stress
Employers - Aids in recruiting and retaining valuable workers and reduces costly space needs
Face time: Frequent opportunities to interact personally with one’s manager
Possible through the use of apps, email and instant messaging
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Benefits of Participation
Brings higher and better quality of output
Improves motivation, self-esteem, job satisfaction, and cooperation with management
Reduces conflict and stress
Creates more commitment to goals
Establishes better acceptance of change
Reduces turnover and absenteeism
Implements organizational changes rapidly
Establishes better communication
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Figure 8.9 - Forces Affecting the Lesser Use of Participation
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New Role for Managers
Stewards: Caretakers, guardians, and developers of a broad range of human and technical resources
Servant leadership: Helping others attain relevant goals while developing their skills and abilities
Listening actively and empathetically
Engaging in introspection
Treating others with respect
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New Role for Managers
Admitting mistakes and confessing one’s own vulnerability
Asking for help from others and engaging in dialogue and paraphrasing to ensure understanding
Affirming the worth and contributions of each participant and building trust by articulating their values and acting consistently with them
Placing great emphasis on helping other people succeed
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