Executive Summary

Organizational effectiveness is critical to success in any economy. Inorder to achieve increased and sustainable business results, organizations need to execute strategy and engage employees. However, our research indicates that most organizations are struggling to get it right. To understand more about the elements of an effective organization and the connection to productivity, Right Management conducted a global study of nearly 29,000 employees from ten major industry sectors in 15 countries in the Americas, Europe and Asia Pacific. To create organizational effectiveness, business leaders need to focus on aligning and engaging their people, the people management systems, and the structure and capabilities (including organizational culture) to the strategy. Our results confirm that this engagement is critical. Put simply, it results in higher financial performance, higher customer satisfaction, and higher employee retention. An organization that can sustain such alignment will achieve increased business results. Effective implementation of strategy is a key driver of financial performance. organizations that fail to fully engage their workforce in the business strategy will fail to produce reliable, sustainable business results. the link between employee engagement factors and successful strategy execution is vital. This document provides information and insight into organizational effectiveness and how you can make it happen. Right Management would like to thank the participants of this important study. We look forward to continuing to equip you with the essential insights and best practices you need to excel.

DEFINITION OF EMPLOYEE EMPOWERMENT

A management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance.

Empowerment is based on the idea that giving: employees skills, resources, authority, opportunity, motivation, responsible and accountable for outcomes of as well holding them will contribute to

their actions,

their competence and satisfaction.

Employee empowerment is creating a working environment where an employee is allowed to make his own decisions in specific work-related situations. The decisions can be big or small, and the size and effect of the decision is up to the employer. The logic behind employee empowerment is to increase the employee's responsibility, to build employee morale and to improve the quality of your employee's work life. Ideally, when an employee feels vested in an organization, he will be more productive, loyal and more confident.

MEANINIG OF EMPLOYEE EMPOWEREMENT

Empowerment is the process of enabling or authorizing an individual to think, behaves, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one's own destiny. When thinking about empowerment in human relations terms, try to avoid thinking of it as something that one individual does for another. This is one of the problems organizations have experienced with the concept of empowerment. People think that someone, usually the manager, has to bestow empowerment on the people who report to him. Consequently, the reporting staff members wait for the bestowing of empowerment, and the manager asks why people won't act in empowered ways. This led to a general unhappiness, mostly undeserved, with the concept of empowerment in many organizations. Think of empowerment, instead, as the process of an individual enabling himself to take action and control work and decision making in autonomous ways. Empowerment comes from the individual. The organization has the responsibility to create a work environment which helps foster the ability and desire of employees to act in empowered ways. The work organization has the responsibility to remove barriers that limit the ability of staff to act in empowered ways.

Empowerment Is Also Known As: Employee involvement and participative management are often used to mean empowerment. They are not really interchangeable.

Examples of Empowerment These are examples of empowerment in action.

The manager of the Human Resources department added weeks to the process of hiring new employees by requiring his supposedly empowered staff members to obtain his signature on every document related to the hiring of a new employee. When the time problem was brought to his attention, he fostered empowerment by telling employees they no longer needed his signature unless the hire involved extraordinary circumstances.

Mary took charge of her career by fueling her sense of empowerment when she developed a career path plan, met with her manager to ask for her assistance to achieve it, and set goals for its accomplishment in her performance development plan.

The company's management style involved sharing the goals, sharing each employee's expectations and framework with the employee, and then, getting out of the way while employees were empowered to set goals, accomplish their objectives, and determine how to do their jobs.

Empowerment is a desirable management and organizational style that enables employees to practice autonomy, control their own jobs, and use their skills and abilities to benefit both their organization and themselves.

FEATURE OF EMPLOYEE EMPOWERMENT

Empowerment, which passes on the responsibility and the autonomy of the work to the employees, can be a major contributor to the successful performance within an organization. This allows employees to make decisions, solve problems, and be accountable for the work they do. Such autonomy and ability make decisions create an empowered environment in which motivation can be nurtured. This is now becoming an increasingly popular management focus as empowered employees are seen as a major asset to a business that can place them ahead the competition.

Employee Satisfaction

Designing empowerment into the company culture is not only a smart management strategy, it drives up employee satisfaction. Jupiter Networks, a technology company headquartered in Sunnyvale, California was ranked number six out of 125 in the "Best Places to Work in Silicon Valley" survey sponsored by the "San Jose/Silicon Valley Business Journal." Scores were based on employee responses to a 10-topic questionnaire. One of the factors responsible for the high rating attained by Jupiter is people practices. Empowering people is part of the high tech firm's cultural mission.

Low Turnover

Delegating power to employees contributes to creating an atmosphere of contentment and honor. Companies noted for this leadership style attract like minded individuals who take pride not only in joining the organization but to showing loyalty by remaining on the team. Credited with granting all employees input into decision making, McCormick and Company reports a voluntary turnover rate of only 3 percent.

Management Benefits

Creating an atmosphere of empowerment is a leadership task driven by management. Once employees are fully engaged in decision-making and taking action, management can profit. Paul Craig, sales manager of Image Source, an authorized Xerox sales agency recognizes the benefits. Craig believes that, "Especially in today's knowledge driven economy, employee empowerment is critical to success. If you want the real benefits of your employees, you must free them to make decisions. In turn, this frees management to focus on larger strategic goals and initiatives."

Customer Service Improves

Armed with knowledge and a specific level of authority, employees can solve problems and better service customers. "When employees are invited to participate in the decisions surrounding how the work is done, they are more engaged and excited about the outcome," states Irma Parone, Sr. VP, Florida Regional Manager at Weiser Security Services, Inc. Parone echoes the Weiser philosophy that empowered employees make it happen.

Profitability Increases

In his book, "Outstanding!: 47 Ways to Make Your Organization Exceptional," John G. Miller states simply that people come to work to succeed, not to fail. Success strategies, such as empowering employees to win can impact the bottom line. Gary Kelly, CEO of Southwest Airlines, a company built on employee trust, believes that SWA employees are the company's "single greatest strength and most enduring long term competitive advantage."

What makes Business Empowerment a success?

Job satisfaction and a sense of meaning in the work you do can be the most powerful reward the employee can get. Motivates employees to put more effort to achieve higher wages or performance bonuses given. Task-specific knowledge is the best way to identify and solve problems to increase productivity through better decisions taken by persons on the job rather than the management. Encouraging & getting the employees involved to play an active role in their work place gives them the feeling of responsibility to perform better. (Sense of belonging in the work place). Empowerment also points towards a career development path, motivating people to work harder and perform as managers, even if they are currently not holding managerial positions. By delegating authority to run the day to day business to those who are involved in the task, people become energized and interested to forge ahead. Minimizing the layers of supervision, reducing costs and creating agility within a business that is so important in todays fast phased global environment.

When an organization taps on to these benefits from empowerment, the managers must make sure to reward and recognize the achievements of those who are empowered. This boost the morale of the work force further while encouraging those who are lagging behind to seize the opportunities to be empowered. 7

Forms of Employee Empowerment

Employee empowerment means giving each worker the support he needs to make key decisions on his own and to become more productive, motivated team players. This management technique has been effectively implemented in offices around the world and has led to vast changes in the way employees communicate with both their bosses and their coworkers. Employee empowerment can take many forms, including group communication, self-esteem and contributory resources.

Group Communication

In order for the group to run successfully, communication is key. Communication breakdowns often lead to chaos and loss of productivity. Games and exercises in which employees must hone their communication skills are effective in empowering and motivating workers. For example, splitting the group into teams and working through a disaster scenario (e.g., plane crash or stuck on a desert island). Other effective group communication activities include interactive cooperation games such as Pictionary and Mad Gab. Self-Esteem

Some workers have a high self-esteem while others find difficulty in discovering their value within the group. Managers who create an atmosphere of positive reinforcement using the democratic management technique typically find that getting to know the strengths and weaknesses of each employee helps them in determining how to raise employee self-esteem. For example, if the person is shy, the manager can bolster confidence by assigning the worker to lead a small group session. The manager can then move the worker up to larger group sessions as the person feels more able to take on additional leadership roles.

Contributory Resources

In order to empower employees to become more productive, knowledgeable and efficient in their contributions to the group at large, it is very important to give them the tools and resources they need. Establish and maintain a library of training resources to include DVDs, CDs, and books. Offer to pay for outside software and continuing education courses. Also provide office supplies that make each employee more empowered and productive, such as whiteboards and project management software.

PRE-REQUISITES FOR EMPLOYEE EMPOWERMENT

Employee empowerment provides people the responsibility and authority to make decisions. Empowerment frequently results in greater commitment and cooperation; creative ideas and solutions; and greater ownership from employees.

Creating an empowered workforce is a great to increase organizational effectiveness and success. Empowerment works they are given the necessary recourses, property trained and managed. Then only they will be able to successfully perform and make effective decisions. requisites:

Employee

empowerment

requires

the

following

pre

1. INVOLVEMENT:

Employees feel more committed to the organization when they are involved in the decision making process.

2. QUICK DECISION-MAKING:

Employees sometimes need on the spot decisions for the benefit of the organization. Employees work say in customer service need to be able to quickly respond to customers need and problems without having constantly go up the chain of command.

3. SOLVING COMPLEX PROBLEMS:

Employees directly involved with a problem can better determine the optimal solution. For example, a work group can figure out how to re-engineer its work process far better than employees/managers that do not directly work on the process/project.

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TYPES OF EMPOWERMENT
The types of empowerment are depicted below:

STRUCTURED EMPOWERMENT:

It includes close control, formal; sets out clear boundaries; clear rules passed on through training.

FLEXIBLE EMPOWERMENT:

It includes certain boundaries set; expecting employees to use their experience/common sense to make decision; guidelines rather than rules.

Empowerment Continuum

Empowerment efforts have gained widespread attention for their ability to make organizations more efficient and productive. A skill is an ability to translate knowledge into action that results in a desired performance. There are three categories of skill viz. technical skill, human skill and conceptual skill. By giving power it gives responsibility to employees without extra reward and organizations get a cost saving from de-layering management. The empowerment continuum is depicted below:

What are some of the common myths about empowerment? Everybodys doing it. Its easy. Every manager wants empowered employees. Every employee wants to be empowered. All the manager needs to do is leave the empowered employees alone. 11

Guidelines for effective employee empowerment

Select the right managers. Choose the right employees. Provide training. Offer guidance. Hold everyone accountable. Build trust. Focus on relationships. Stress organizational values. Transform mistakes into opportunities. Reward and recognize. Share authority instead of giving it up. Encourage dissent. Give it time. Accept increased turnover. Share information. Realize that empowerment has its limitations. Watch for mixed messages. Face your own ambivalence Involve employees in decision-making. Be prepared for increased variation.

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Benefit of empowerment

The major benefits are employee empowerments are as under:

1. Having an employee empowerment effort will help an organization by improving individual self-esteem, self-efficacy, and other behaviors. The investment in the workforce will yield direct cost saving for the organization- as well as improved morale of employees.

2. Employee empowerment helps in getting individuals to be more self-reliant. However, the critical difference is the ability of this process to enable employees to take control of their responsibilities, better utilizes exiting resources and makes wiser decisions.

Barriers to empowerment
Empowerment can fail for any one of several reasons:

* The manager's fear of losing power. * Pressure from the manager's boss to be on top of all details. * Rationalization that employees are not ready. * Fear of losing control reduces empowerment. * The feeling that "Only I can make the right decisions". * Fear of having nothing to do...being redundant or having no purpose. * Fear of losing face or status. * Not accepting that subordinates are more knowledgeable or better placed to make some decisions. * Lack of support from the organization's culture - demands for more centralized decision making. * Preaching the value of making mistakes while still punishing them.

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Top 10 Principles of Employee Empowerment

These are the ten most important principles for managing people in a way that reinforces employee empowerment, accomplishment, and contribution. These management actions enable both the people who work with you and the people who report to you to soar.

1. Demonstrate You Value People

Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible.

2. Share Leadership Vision

Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans.

3. Share Goals and Direction

Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results.

4. Trust People

Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work.

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5. Provide Information for Decision Making

Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.

6. Delegate Authority and Impact Opportunities, Not Just More Work Dont just delegates the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine - and so will you.

7. Provide Frequent Feedback

Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills.

8. Solve Problems: Don't Pinpoint Problem People

when a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty. (Thank you, Dr. Deming.)

9. Listen to Learn and Ask Questions to Provide Guidance

Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them.

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10. Help Employees Feel Rewarded and Recognized for Empowered Behavior When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, dont expect results from employee empowerment.

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MODELS OF EMPLOYEES EMPOWERMENT

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Employee Empowerment Challenges

Employee empowerment has absolutely been one of the key factors that have led to the explosive growth experienced by many of todays modern industry giants. The workforces of these universally known companies are comprised of same dynamic professionals that make up essentially every other modern corporate workforce. The variable that exists between modern industry giants and perhaps most other firms is the overall level of employee empowerment.

1.) Challenge and Inspire Todays modern generation of talent is one that desires to personally contribute at a high level and to be managed by inspirational leaders who challenge their ability to innovate and generate results through their own empowered performance. It is a workforce that requires frequent and open communication and expects a business approach that provides the individual with a format of empowered decisional freedom. Finally, it requires meaningful recognition that identifies results on both a team and personal contributions level.

2.) Stay Informed

Modern managers should take time consider these workforce observations to incorporate strategies enhancing their current management approach. Would a random survey of your team reveal that you are perceived more as a leader or a traditional manager? This is important information to obtain if your goal is to build an empowered team. Business leaders today consistently take time to personally reflect on their management activities from a leadership perspective and work to enhance their overall leadership skills as they continue to grow professionally.

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3.) Stay Personal

Successful business leaders additionally acknowledge that leading teams requires an investment of time focusing on communication as they work to build an organization that is agile and empowered. This communication requires focused face time and voice time that is targeted and data rich. Emails and text messages might fill in the small communication gaps but fall way short when it comes to inspiring highly empowered and productive teams. Its a leaders personal connectivity that provides their team members with the opportunity to openly voice information at a meaningful level that is engaged and productive.

4.) Created an Empowered Culture

To raise the empowerment bar it is important to build an environment throughout your organization that genuinely encourages and rewards individuals to make self-directed decisions independently with the best interest of your customers and the corporation in mind. As the direct links to customers, your employees own the intimate customer level relationships necessary to respond to your clients. Empowerment allows your team to immediately and successfully transact business ahead of your competition. Trust and training are the keys to facilitating self-directed empowered decisions resulting in exceptional execution.

5.) Encourage Above and Beyond Finally, almost every successful business leader will affirm that todays empowered workforce also requires more consistent recognition compared to teams in the past. Todays modern workforce performers thrive on recognition and this can be delivered both inside and outside of the confines of the office. To recognize the next great accomplishment within your organization, try a hand-written note sent to an employees home instead of their corporate mailbox. This simple follow up for a job well done

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crosses over the threshold of the workplace and delivers recognition at home which is a far more personal and appreciative setting.

Every modern business manager possesses the ability to build highly empowered teams within their own organizations. With commitment and focus, any manager at every level can work to consistently enhance their personal leadership skills and implement strategies to enrich internal communication, employee empowerment and team recognition and to increase efficiency and gain competitive advantages in todays competitive business environment.

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THE EMPLOYEE EMPOWERMENT PROCESS:

a) Valuing employees: This involves appreciating workers by managers or executive members in an organisation, this will aid in the process of showing that you appreciate and value them for the work they perform in the organisation and this helps in empowering workers. This is achieved through the words used in communicating with workers and also body language and fiscal expressions which should show appreciation to workers. (Thomas (1990)) b) Sharing visions: According to Narayan (2002) Employees are also empowered by sharing information on the companys vision and objectives. This helps the employees to feel they are part of something big. Therefore the organisation should share the mission and the strategic plans of the organisation and this helps empowering workers, therefore communication of organisation goals and strategies plays an important part in employee empowerment process. c) Direction and goal sharing with workers: Sharing goals and directions according to Narayan (2002) is also a way to empower workers, This involves sharing information with workers on the goals and also the direction of the organisation, this involves sharing information on observable and measurable goals and this aids in empowering workers in accomplishing these goals. d) Trust: The organisation should extend trust to their employees whereby they will allow workers to make their own decisions which may not be in line with the decided way of performing tasks. This is according to Rapport (1984) and it is a way in which trust is extended to workers which aids in empowering them. 21

e)

Provision of decision making information: This involves the provision of information to employees that will help them make

decisions on their own, this involves making sure that all workers have access to this information and this will help them to make sound decisions as they perform their tasks. f) Involvement of workers in decision making: This involves including workers in decision making of the organisation, this helps in empowering workers because they will find a sense of power in the organisation future and they will have a feeling of worth in the organisation. (Thomas (1990)) g) Feedbacks: It is important to frequently provide feedback to employees to show how they have performed in the organisation for a given period, this ensures that the employees feel a sense of recognition and also helps them develop their skills and knowledge. (Thomas (1990)) h) Solving problems: When problems occurs there is a need for the organisation to implement ways in which to deal with these problems, it is not right to blame the workers and instead of blaming them there is need to address the problem by asking the workers what problem is in the work system and not what is wrong with the workers. (Thomas (1990)) i) Communication: An organisation should ensure that it listens to its workers and at the same time provide guidelines to them. The organisation should avoid telling the workers what to do but should provide guidelines on how to undertake tasks and what should be done to accomplish organisational goals. (Rapport (1984)) 22

j)

Social reinforcements: This involves giving encouragement to workers for the purpose of boosting

their self confidence in the work place, this involves giving praise and rewarding workers for their achievement and this aids in the empowerment process.( Rapport (1984)) k) Training: Training and the provision of information is a major way in which an organisation can empower its workers, this is because information itself is power, and this should also be accompanied by proper communication channels in the organisation. As workers receive more training they experience an increase in their skills and knowledge and this will increase their confidence when undertaking their tasks.

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ORGANIZATION EFFECTIVENESS

The efficiency with

which

an association is

able

to

meet

its objectives.

The

main measure of organizational effectiveness for a business will generally be expressed in terms of how well its net profitability compares with its target profitability.

Additional measures might include growth data and the results of customer satisfaction surveys.

Organizational effectiveness can be described, using the definition for the adjective "effective" by the Merriam-Webster Dictionary, as an organization that produces a desired effect. Likewise, organizational efficiency can be described as an organization that is productive without waste.

CONTACT

SERVICES
ORGANIZATION

CUSTOMER

EMPLOYEE

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HOW TO INCREASE ORGANISATION EFFECTIVNES

Assess organization culture and capabilities Our organization assessment tools provide objective insights that can reveal organizational strengths and opportunities for development. We work with your leaders to collect and respond to the data, crafting organization improvement strategies to achieve business results.

Focus on strategic business and talent management issues Our team works with you to identify the high-leverage opportunities for change both at the individual and the organizational level. We design and implement leadership development processes and organization effectiveness initiatives that address real-time business challenges.

Determine the unique leadership capabilities required to drive business initiatives Our team works with you to build a leadership competency model designed around the unique vision, mission and values of your organization. These competencies support a talent management architecture focused on identifying and preparing the next generation of leaders.

Implement strategic change We engage affected stakeholders to design and implement change management strategies, increasing buy-in and accelerating organization transitions.

Increase cross-functional collaboration We work with your leaders to articulate a shared vision for the organization. Programs are designed to increase intra-organization communication and break down internal barriers to collaboration.

Develop capacity for organizational learning We believe that smart, successful leaders can build on the experiences of others to become even more successful. Our team designs processes to capture best practices and to share lessons learned.

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Design applied learning projects to resolve business issues while developing top talent We design and facilitate comprehensive applied learning projects to address real-time business issues, thus utilizing top talent to address business challenges. Team members focus on personal leadership development/learning opportunities, building leadership capacity for the organization while addressing immediate business needs.

Measure impact of talent development and organization change initiatives We work with you to determine key success indicators for your leadership development and organization effectiveness initiatives. Our assessment partners craft tools and processes to collect and analyze data around identified metrics.

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Organizations tackle the uncertainties of today's changing world by drawing out the creative potential of the people who are the organization.
Empowerment means creating an environment where people are equipped and encouraged to make decisions in autonomous ways and to feel that they are in control of the outcomes for which they are responsible. It means opening the door for dissent, avoiding groupthink and encouraging innovation.

To understand some of the complexities of Organizational Empowerment, we will be looking at it from the perspectives of leaders, employees, and organizations. Empowerment involves distributing authority throughout the organization. The leaders perspective is where it all starts. What does empowerment mean for the CEO and management?

Empowerment from the Leaders Perspective

Empowering leaders behave in an empowering manner by (1) influencing through context, (2) creating a culture of inclusion, (3) giving and not taking back control, (4) providing moral and logistical support, (5) communicating a clear mandate, and (6) equipping people for success.

Influence through context implies trust in a higher principle or guiding force and belief in the creative potential of human nature. It is a matter of trusting the process. It is not "giving power," but creating a context where empowerment is released and nurtured. Leaders define the context and standards at every level by giving people freedom to act and innovate, thereby developing leadership and producing proactive employees, giving them a competitive edge.

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Create a feeling of inclusion to nurture and empower. Develop an atmosphere of inclusion across all levels, making sure that everyone has a voice and that their voices are heard. Leaders welcome dissent as a source of objectivity and innovation. New ideas must be allowed in the decision-making processes to generate solutions superior to those achieved through the exercise of positional power.

Give up control and do not reclaim it. Expect to go through a phase where managers are faced with ambiguities and a sense that things are out of control. During this uncomfortable phase, one is tempted to tighten the controls. Resist the temptation to tighten control if you want your people to use a proactive approach to problem-solving. Once responsibility is given, do not try to take it back. Support employee empowerment. Support of superiors is critical. Fear of reprimand or sanctionsbecause a decision didn't work outwill kill efforts to empower. This is not delegating. Delegating is assigning a task to someone. Empowerment is giving responsibility and the freedom to choose the means of accomplishment. It means the leader moves from "boss" to "coach." However, the objective must be clearly understood.

Articulate the common purpose. Do not mistake empowerment for an absence of direction. The leader needs to create the vision and clarify goals. A lack of clarity about desired outcomes and role expectations is disempowering. Being accountable for specific expectations is better than not knowing where you stand. It is critical for the leader to clearly define the common purpose, goals, and limitations. If not, employees will be hesitant. Pass the ball and let the associate run with itbut run within the ball field. Stay inbounds. Responsibility for and commitment to a clearly articulated mission is essential.

Equip people for success to insure a good chance of success. This involves training, resources, and information. Too often employees are given responsibility for which they are not equipped. This entrapment brings the feeling of being set up. Consider setting up an unallocated resource pool for solving unforeseen problems. Leaders provide their 28

people with all the information they need by making information readily available to people at all levels through more channels. Empowerment from the Employees Perspective

To experience empowerment, employees need to develop skills in and practice: (1) open communication, (2) work in teams, (3) critical listening, (4) tolerance of uncertainty, (5) resilience and courage, and (6) accepting responsibility.

Open communication is a willingness to put our thoughts on the table; to be exposed to scrutiny; to own up to ones ideas, assumptions, biases and fears; and help others to do the same. Corporate cultures that promote creativity are characterized by direct interaction and opennessa climate where ideas are owned and challenged through honest dialogue. It may not be comfortable but it is a necessary condition of empowerment. Such openness cannot be coerced.

Willingness and know-how for working in teams is essential. It is not just selfempowerment. It is a collective change that comes by learning respect for the contributions of others. Empowerment is not a Win-Lose paradigm where an increase in the power of one results in a decrease in the power of others. In MMCs Team-Building course, participants learn to value the uniqueness of the other players. By discovering and emphasizing the gifts of each individual, the experience of empowerment increases for everyone on the team.

Gain wisdom to be fully empowered. To move from dependence on superiors for decisions, one must move beyond data, information, and knowledge to make appropriate decisions. Data is a collection of categorized numbers. Information is the meaning extracted from data. Knowledge consists of sets of information put in context, and wisdom is merging knowledge with universal principles for application to real-life situations. This requires a higher level of involvement than the old scientific management paradigm that treated employees like machines. In empowered organizations, employees 29

across the board are committed to thinking and acting for success of the organization, as does top management, but more effectively. Wisdom is the result of thinking about the future, recognizing trends and anticipating events or outcomes that may affect the organization and from interactions with customers, suppliers, and others with whom employees interface directly.

Tolerate uncertainty. Empowerment can be threatening. Expect some employees to resist empowerment. This is especially true when not only the outcomes, but the means and ways have always been clearly defined for them by others. Decisions about how to get things done, when left to the employee, is disquieting for the leader. This uncertainty is a change from working in an established routine where employees adhere to the rules and procedures. Under pressure, employees tend to run to the leader seeking resolution and closure. Leaders who do not understand the dynamics of empowerment, out of misdirected compassion or because it makes them feel more powerful, often succumb to these requests by telling them what to do. This is disempowering and reestablishes dependence. If employees are encouraged to think for themselves, goals and boundaries need to be clearly defined. This establishes guidelines for use of intuition and thinking across departments and disciplines for solutions related to their common purpose.

Resilience and courage come from within. The source of confidence is not in others but in ones own inner strength. Empowerment means to be forward thinking enough to live with mistakes and failures without being impaired. Those living with self-doubt will be unlikely to accept the challenge of empowerment because, for them, more responsibility means more chance of failure, and failure threatens their sense of self-worth. Empowerment is very personal. Acceptance of higher levels of responsibility is inherent in an empowering context.

Accept responsibility for outcomes. Empowerment goes beyond delegation, and encompasses the burden of responsibility. Empowerment must be balanced by responsibility. They cannot blame upper management, suppliers, other department heads, or anyone else for failure to produce desired results. This enables them to learn from their 30

mistakes. Empowered employees are willing to have their performance measured by objective written assessments because these are opportunities for feedback and improvement. Part of responsibility happens when you see inappropriate management conduct or receive inappropriate direction. It is important to document all incidents and save them in a safe place. Empowerment from the Organizations Perspective

Empowerment calls for organizations to (1) be more decentralized, (2) to share more information, (3) to have in place a system of contingent rewards, (4) to be team-based, and (5) to align itself with its goals and values.

Decentralization distributes decision-making as close to the action as appropriate. This means giving employees the authority to make timely decisions. Individual empowerment cannot occur within a highly centralized system of control because such systems reserve decision-making power for the few who occupy the center, thus inhibiting individual initiative. People are not motivated to change when they don't have authority to do anything with what they have learned.

Information sharing is empowering. Hoarding knowledge and withholding it is a way to maintain control. Employees need information about the organizations mission and goals, information needed to meet team objectives, and information about their individual performance. In empowering organizations, information is no longer the property of individuals, but now belongs to the entire group. As information is more openly shared, the organization will begin to function less on the basis of opinion and bias and more on the basis of facts. Systems must be in place to enable access to both general information about the organization and also specific information about the performance of their particular department or team.

Contingent rewards are difficult to design. Empowerment works best when a reward system distinguishes between employees based on performance. Empowering 31

organizations reward employees who make decisions that contribute to the accomplishment of the organization's purpose and goals. Make sure that what is rewarded reflects goals of the organization. To automatically punish failure inhibits empowerment. It is better to reward employees for attempting new ideas, even ones that fail.

Teams develop when individuals move outside themselves and become concerned with the success of all other members. This means that employees become concerned, not only with the success of their immediate responsibility, but also with success of the other members of the team. Then the group becomes a unit where the development of one member increases the power of the team.

Alignment with the common purpose is a must. To empower people in an unaligned organization can be counterproductive. If people do not share a common vision, and do not share common goals, empowering people will increase organizational stress and make it impossible to maintain coherence and direction. An organizational commitment to empowerment would be foolish if leaders did not share the same visions and goals. Empowered organizations must structure processes, goals, people, and reward systems aligned with each other.

Implementing an empowerment program :

There is a direct relationship between empowerment and organizational vitality. It is about the probability of change, of keeping up in a changing world. People learn best when they see a relationship between their life and the concepts being taught. Without sensing an organizational commitment to fully implement empowerment, these concepts will be very difficult to implement. Only when people have authorization to dissent with the leader do new ideas have a chance to appear. Empowerment is the key to organizational vitality

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Factors Affecting Organizational Success

STRATEGIC FACTORS
Market Product Technology Customers Suppliers Vision Value Creation Strategy

Organizational

Factors
Strategic Deployment Effective Leadership Policies Procedures Processes Continuous Improvement Culture Problemsolving Commitment Culture Measures of Performance Trust, Honesty, & Ethical Behavior

People Factors
Employee Involvement Education Training Internal SupplierCustomer Relations Motivation Teamwork Communicatio n Safety

Environmental

Factors
Social Economic Competitive Technology

33

Four Core Capacities for Organizational Effectiveness:

Leadership Capacity: The ability of all organizational leaders to create and sustain the vision, inspire, model, prioritize, make decisions, provide direction and innovate, all in an effort to achieve the organizational mission. Management Capacity: The ability of a nonprofit organization to ensure the effective and efficient use of organizational resources. Technical Capacity: The ability of a nonprofit organization to implement all of the key Organizational and programmatic functions. Adaptive Capacity The ability a nonprofit organization to monitor, assess, respond to and create internal and external changes.

In our work with organizations, we apply a systems view of our client that greatly improve the success of your change initiative. We use a model that employees the proverbial three-legged stool: ---- PEOPLE --- PROCESS -- TECHNONLOGY

PEOPLE: includes formal structures, informal relationships and organizational culture. PROCESS: includes manufacturing and business activities such as Lean thinking and Six Sigma. TECHNOLOGY: includes computers, laptops, robots etc. 34

UMBRELLA COVERAGE

35

RELATION

BETWEEN

EMPLOYEE

EMPOWERMENT

&

ORGANISATIONAL EFFECTIVENESS:

CHOICE TRUST COMPETENCY

IMPACT
EMPOWERMENT

MEANING

EFFECTIVENESS

36

INTRODUCTION OF COMPANY

Dell Computer Corporation was founded in 1984 by Michael Dell with a very simple premise: computers should be built and sold directly to customers. By doing this, Dell has become one of the worlds largest PC maker as well as one of the best well known brands. Dell now employs more than 76000 people world wide, nine manufacturing plants and provide 24/7 customer supports. The company ships approximately 140000 custom-made computers per day and has over 2 billion interactions with customers every year. Dells Direct model enables them to interact with customers directly, providing them with fast and reasonable priced products and distribution. Dell Inc. (Dell) is a global information technology company that offers its customers a range of solutions and services delivered directly by Dell and through other distribution channels. Dell is a holding company that conducts its business worldwide through its subsidiaries. The Company operates in four segments: Large Enterprise, Public, Small and Medium Business, and Consumer. The Companys Large Enterprise customers include global and national corporate businesses. Its Public customers, which include educational institutions, government, health care, and law enforcement agencies, operate in their own communities. Its SMB segment is focused on helping small and mediumsized businesses by offering products, services, and solutions. Its Consumer segment is focused on delivering technology experience of entertainment, mobility, gaming, and design. At February 3, 2012, it held a worldwide portfolio of 3,449 patents and had an additional 1,660 patent applications pending. The Company also hold licenses to use numerous third-party patents. The Company designs, develops, manufactures, markets, sells, and supports a range of products, solutions, and services. It also provides various customer 37

financial services to its Commercial and Consumer customers. During fiscal year ended February 3, 2012 (fiscal 2012), Dell acquired Compel lent Technologies, Inc. (Compelling), Secure Works Inc. (Secure Works), Dell Financial Services Canada Limited and Force10 Networks, Inc. (Force10). In February 2012, the Company acquired App Assure. In April 2012, the Company acquired Clarity Solutions. In May 2012, it acquired Sonic WALL, Inc., provider of advanced network security, secure remote access, email security, backup and recovery, and management and reporting. In September 2012, the Company acquired Quest Software Inc. In December 2012, the Company acquired Creodont Technologies. Enterprise Solutions and Services The Companys enterprise solutions include servers, networking, and storage products. Servers and Networking portfolio includes rack, blade, and tower servers for enterprise customers and value tower servers for small organizations, networks, and remote offices. During fiscal 2012, it expanded its Power Connect campus networking product offerings with a suite of Dell Force10 data center networking solutions. It offers a portfolio of advanced storage solutions, including storage area networks, network-attached storage, direct-attached storage, and various backup systems. During fiscal 2012, it shifted more of its portfolio of storage solutions to Dell-owned storage products. The Companys services include a range of configurable information technology (IT) and business services, including infrastructure technology, consulting and applications, and product-related support services. The Company offers a variety of services to its customers as part of an overall solution. It offers services that are tied to the sale of its servers, storage, and client offerings. These services include support and extended warranty services, managed deployment, enterprise installation, and configuration services. Its outsourcing services include data center and systems management, network management, life cycle application development and management services, and business process outsourcing services. It also offers short-term services that address an array of

38

client needs, including IT infrastructure, applications, business process, and business consulting. The Company will classify its services as Support and Deployment services, Infrastructure, Cloud, and Security services, and Applications and Business Process services. Support and deployment services are tied to the sale of its servers, storage, networking and client offerings, as well as multivendor support services. Infrastructure, Cloud, and Security services may be performed under multi-year outsourcing arrangements, subscription services, or short-term consulting contracts. These services include infrastructure and security managed services, cloud computing, infrastructure consulting, and security consulting and threat intelligence. Applications services include such services as application development and maintenance, application migration and management services, package implementation, testing and quality assurance functions, business intelligence and data warehouse solutions, and application consulting services. Software and Peripherals The Company offers Dell-branded printers and displays and a multitude of competitively priced third-party peripheral products, such as printers, televisions, notebook accessories, mice, keyboards, networking and wireless products, digital cameras, and other products. It also sells a range of third-party software products, including operating systems, business and office applications, anti-virus and related security software, entertainment software, and products in various other categories. Client Products The Company offers a variety of mobility and desktop products, including notebooks, workstations, tablets, smart phones, and desktop personal computers (PCs), to its Commercial and Consumer customers. Its Latitude, Optiplex, Vostro, and Dell Precision workstation lines of mobility notebooks and desktop PCs are designed with its Commercial customers in mind. The Vostro line is designed to customize technology, services, and expertise to suit the specific needs of small businesses. It also offers the precision line of mobile and desktop workstations for professional users. During fiscal 39

2012, it introduced the Vostro 3000 series notebooks, and the Dell Precision M4600 and M6600 mobile workstations, and made enhancements to Dell Latitude E-family of notebooks. For its Consumer customers, it offers the Inspired, XPS, and Alien ware lines of notebooks and desktop PCs. The Company targets sales of its Alien ware line to customers seeking advanced multimedia capabilities for gaming. During fiscal 2012, it introduced desktops and notebooks in each of its consumer brands, including Inspired and XPS notebooks. Financial Services The Company offers or arranges various financing options and services for its Commercial and Consumer customers in the United States and Canada through Dell Financial Services (DFS). DFS offers a range of financial services, including originating, collecting, and servicing customer receivables primarily related to the purchase of Dell products. DFS offers private label credit financing programs to qualified Consumer and Commercial customers and offers leases and fixed-term financing primarily to Commercial customers. Financing through DFS is one of many sources of funding that its customers may select. Product Development The Company focuses on developing technologies. It employ a collaborative approach to product design and development, in which its engineers, with direct customer input, design solutions and work with a global network of technology companies to architect system designs, and integrate technologies into its products. In fiscal 2012, it opened the Dell Silicon Valley Research and Development Center, bringing the total number of global research and development centers the Company operated to 12. Manufacturing and Materials Third parties manufacture the client products the Company sells under the Dell brand. Its manufacturing facilities are located in Austin, Texas; Penang, Malaysia; Xiamen, China; Hortolandia, Brazil; Chennai, India, and Lodz, Poland. 40

Officers and Executives

Name Mr. Michael S. Dell Mr. Stephen J. Felice Mr. Jeffrey W. Clarke

Age 48 55 50

Officer Since 1984 1999 1987

Title Chairman & Chief Executive Officer President & Chief Commercial Officer Vice Chairman & President-Global

Operations Chief Financial Officer & Senior Vice President Chief Medical Officer

Mr. Brian T. Gladden Dr. Andrew W. Litt

48 -

2008 2011

41

PRODUCTS AND SERVICES

Listen. Learn. Deliver. That's what we're about. For over 28 years, Dell has empowered communities and people everywhere to use technology to realize their dreams. Customers trust us to deliver technology solutions that help them do and achieve more at home, work, school or anywhere in their world. Dell Products and Services

Dell XPS 12 Convertible Touch Ultrabook The Dell XPS 12 Convertible Touch Ultrabook works with the new Windows 8 operating system to deliver the latest apps for work and play in an enhanced touch-based experience all without sacrificing PC functionality. Intel Smart Connect Technology automatically updates your email, work contacts,..

Dell Vostro laptops and desktops Created for business with unmanaged IT, Dell Vostro laptops and desktops deliver professional style, affordable technology for productivity and power, while offering quick access to IT support and easy to use security solutions. Collaboration solutions that let you stay on top of work from... 42

Dell Personal Printers Bring versatility and efficiency into your home or office with Dell Personal Printers. With enhanced capabilities designed to give you more mobility and offer high speed performance with minimum space requirements, these printers provide outstanding value and help you simplify how you print. Dell...

Dell Active System Active system is the newest converged infrastructure offering within the Active Infrastructure family, and leverages Dell innovations including unified mangement, converged LAN/SAN fabrics and bladed form factors for the ultimate converged infrastructure system that can be easily deployed and...

Dell Active Infrastructure Dells Active Infrastructure portfolio combines servers, storage, networking and infrastructure management into an integrated system that provides general 43

purpose virtualized resource pools. This system blends intuitive infrastructure management, an open architecture, and flexible delivery models and a...

Dell XPS One 27" all-in-one Desktop with Touch Screen Get all you need to work, play and stay connected in a slim, touch-enabled all-inone PC. The Dell XPS One 27" all-in-one Desktop with Touch Screen can amplify your biggest ideas and enables you to multitask quickly and efficiently. This desktop has a 69 cm (27'') edge-to-edge glass display...

XPS 12 Convertible Touch Ultra book The XPS 12 Ultra book works with the new Windows 8 operating system to deliver the latest apps for work and play in an enhanced touch-based experience all without sacrificing PC functionality. Intel Smart Connect Technology automatically updates your email, work contacts, social networks and...

44

Dell Precision T1650 Tower Workstation Entry-level tower workstation designed for demanding workloads. For

demanding professional applications that push beyond a standard desktop, Dells entry-level tower workstation offers certified performance for professionals working with 2D and basic 3D models, editing photos, CAD drawings, and...

Dell Precision T5600 Tower Workstation Powerful and reliable dual socket workstation in a compact chassis. Designed for space-constrained environments that need substantial compute capability, Dells powerful and reliable dual-socket workstation is built for designing complex 3D models, creating film, and video content and performing...

Dell Vostro 470 Mini Tower Desktop Get ready for success. Be ready for success. The new Vostro 470 is packed with power and leading-edge technology for todays toughest tasks and tomorrows future needs. This mini tower is packed with power and leading-edge technology to handle your biggest workload. Boost your multi-tasking...

45

Dell XPS 8500 Desktop Finally, a desktop that keeps pace with your creativity. Multitask like you mean it with the blazing-fast performance of 3rd Generation Intel Ivy Bridge Core i7 processors, Genuine Windows 7 and up to 16GB of DDR3 1600MHz memory. Designed for supreme visual impact, owing to high-performance...

Dell PowerEdge 12th Generation Servers Ensuring your IT infrastructure keeps pace with ever-changing demands can be a daunting task. With the new Dell Power Edge 12th generation servers and 2nd generation embedded systems management, you can spend more time innovating and less time worrying. Introducing the highest performing, most...

Dell XPS 13 Ultra book Everything. And more. With impeccable attention to every detail, the XPS13 Ultra book combines premium materials and performance. And with world-

46

class ProSupport, XPS 13 is business-ready. Ultrathin design features a 13.3" HD display cleverly fit into a footprint that's similar to an 11"...

Dell Latitude E6420 Laptop with Windows 7 Professional The redesigned, 14" Latitude E6420 laptop, with Windows 7 Professional, is built for the new mobile business class with the durability, productivity, security and easy manageability youve come to expect from the Latitude E-Family. Featuring 2nd generation Intel Core processors. Durable and...

47

48

LITERATURE REVIEW

1. Grove, (1971)The common dictionary definition of empowerment, "to give official authority to: delegate legal power to: commission, authorize" is the one most understood by most people. 2. Gandz (1990) writes, "Empowerment means that management vests decisionmaking or approval authority in employees where, traditionally, such authority was a managerial prerogative." However, this is not the definition of what is usually called employee empowerment. One author notes empowerment is, "easy to define in its absencealienation, powerless, helplessnessbut difficult to define positively because it 'takes on a different form in different people and contexts'" 3. Zimmerman (1990) When most people refer to employee empowerment they mean a great deal more than delegation. It is for this reason that many authors provide their own definitions. Some of these are vague, and meant to be so. 4. Block (1987) describes empowerment as "a state of mind as well as a result of position, policies, and practices." One has to read an entire chapter to understand what he means when he says. "To feel empowered means several things. We feel our survival is in our own hands. . . .We have an underlying purpose. We commit ourselves to achieving that purpose, now." Other authors 5. Blanchard, Carlos & Randolph, (1996); Blanchard Bowles, (1998) use their entire book to define empowerment. Still others provide an excellent perspective of effective empowerment without mentioning the word even once . 6. Freedman, (1998). Other author provided definitions are simplistic on the surface, but have far greater implications than a first reading would suggest. 7. Caudron (1995) articulates empowerment as, "when employees 'own' their jobs; when they are able to measure and influence their individual success as well as the success of their departments and their companies." The casual

reader may think that owning one's job is what the postal workers union seeks to provide their members. Most would agree, however, that job security is not 49

empowerment. Many employees must measure their jobs by submitting reports. Seeking one's own individual success is what the American dream is all about. And knowing that one makes a contribution to the success of the department and the company is a given in all but the largest organizations. It is only when these ideas are taken together in one package that they approach a definition of employee empowerment. 8. Ettorre's (1997) definition of empowerment as, "employees having autonomous decision-making capabilities and acting as partners in the business, all with an eye to the bottom-line" is more accessible to many readers. While many employees understand their contribution to the work at hand, how many know their contribution to the bottom line? 9. BowenandLawler (1992) indicate, "We define empowerment as sharing with front-line employees four organizational ingredients: [the first being]

information about the organization's performance [another is] knowledge that enables employees to understand and contribute to organizational

performance". The other two note are, "rewards based on the organization's performance [and] power to make decisions that influence organizational direction and performance." In a later article these authors conclude that, "research suggests that empowerment exists when companies implement practices that distribute power, information, knowledge, and rewards throughout the organization. The authors go on to note that, "if any of the four elements is zero, nothing happens to redistribute that ingredient, and empowerment will be zero." 10. Spreitzer (1995) indicates, "psychological empowerment is defined as a motivational construct manifested in four cognitions: meaning, competence, self-determination, and impact. Together these four cognitions reflect an active, rather than a passive, orientation toward a work role.Spreitzer notes, "the four dimensions are argued to combine additively to create an overall construct of psychological empowerment. In other words, the lack of any single dimension will deflate, though not completely eliminate, the overall degree of felt empowerment." This additive construct is distinct from Bowen 50

&Lawler 's (1995) construct noted above which is multiplicative, indicating that the absence of any one of their four elements (power, information, knowledge, and rewards) will completely eliminate empowerment.

Researchers tend to provide definitions of the concept of empowerment which reflect observed end results or their research into concepts which are known and are or may be precursors to empowerment. In his 1995 dissertation, 11. Menon indicates, "the empowered state was defined as a cognitive state of perceived control, perceived competence and goal internalization. . . .The empirical results supported the view that empowerment is a construct conceptually distinct from other constructs such as delegation, self-efficacy and intrinsic task motivation.". In this case the constructs of delegation, selfefficacy and intrinsic task motivation are known quantities, each with its own previously tested validity. 12. CongerandKanungo (1988) note in their literature review that, "scholars have assumed that empowerment is the process by which a leader or manager shares his or her power with subordinates. Power, in this context, is interpreted as the possession of formal authority or control over organizational resources. This manner of treating the notion of empowerment from a management practice perspective is so common that often employee participation is simply equated with empowerment." However, they also note, We believe that this approach has serious flaws." Instead, the authors offer this definition, "Empowerment is a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information."He Implied here are new roles for managers and supervisors, that is, removing conditions that foster in powerlessness other and providing words feedback about

performance,

mentoring.

Other researchers have attempted to classify what has been written and practiced previously, and found it lacking.

51

13. QuinnandSpreitzer (1997) provide two such classifications.

In the,

"mechanistic approach managers and researchers "believed that empowerment was about delegating decision making within a set of clear boundaries. . . . Delegate responsibility; and Hold people accountable for results."In the, "organic approach to empowerment" researchers and managers "believed that it [empowerment] was about risk taking, growth, and change. . . .Understanding the needs of the employees; model empowered behavior for the employees; build teams to encourage cooperative behavior; encourage intelligent risk taking; and trust people to perform." However, they found these two approaches lacking; some combination of the two was needed. In the end, they indicate, "empowerment must be defined in terms of fundamental beliefs and personal orientations. . . . Empowered people have a sense of selfdetermination. . . .Empowered people have a sense of meaning. . . .Empowered people have a sense of competence. . . . Empowered people have a sense of impact." 14. Quinn&Spreitzer, (1997) The most comprehensive definition of

empowerment in the literature can be found in ThomasandVelthouse's 1990 article entitled "Cognitive elements of empowerment: An 'interpretive' model of intrinsic task motivation". The definition they provide is: To empower means to give power to. Power, however, has several meaningsauthority, so that empowerment can mean authorization. . . .Capacity. . . .However, power also means energy. Thus to empower also can mean to energize. This latter meaning best captures the present motivational usage of the term. 15. LindaHonold indicates, "To be successful, each organization must create and define it [empowerment] for itself. Empowerment must address the needs and culture of each unique entity." (Honold, 1997) It is in this spirit that I offer my own definition of empowerment. I have drawn on several of the authors noted above and below for concepts. I will provide credit in the appropriate sections below.

52

RESEARCH METHODOLOGY
Research is an original contribution to the existing stock of knowledge making for its advancement search of knowledge through objective & systematic method of finding solution to the problem of research. Every project requires genuine research. Success of any project & getting genuine results from that depends upon the research method used by the research.

DEFINITION

A careful investigation or inquiry specially through search for new facts in any branch of knowledge. The faction that provide base to the research are : Desire to get a research degree along with its consequential benefits. Desire to face challenge in solving the unsolved problem. Desire to get intellectual joy of doing some creative work. Desire to be of service to the society. Desire to get respectability.

53

OBJECTIVES OF THE STUDY

To determine where positive relationship exists between empowerment and work performance. To find out the gap in empowerment expectations of the employees. To find out employees trust, commitment and co-operation. To find out motivational level that helps to reduce mistakes so that individuals take more responsibility of their own action. To find out communication among employees and divisions. To study organization climate and culture. To find out the correlation between employee empowerment and task effectiveness. To understand what kind improvement are made in process, products and services. To find out employee commitment towards oragnisations goal fulfillment and organization effectiveness.

54

Research Methodology for the Report

A. RESEARCH DESIGN
I have used Exploratory Research as a tool to study labour welfare measures of workers. Exploratory Research Studies are those studies, which are concerned with specific predictions, with narration of facts and characteristics concerning individual, group or situation.

Scope of Study
This study is made to know the best of employee welfare activities so that it can be implemented for better efficiency and better achievement. The research studies the RELEVANCE OF EMPLOYEE WELFARE. It also attempts to analyze the views and attitudes of workers on various employee welfare measures for workers.

Area Of Study
The unit selected for the purpose of study is DELL, DELHI and deals with respect to employee welfare measures being implemented in the mentioned organization.

B. DATA COLLECTION
The task of data collection begins after a research problem is being defined and research design chalked out. Data types a) Primary Sources b) Secondary Sources c) Collection Of Data For Project PRIMARY SOURC Personal Interviews, Questionnaires, Observation SECONDARY SOURCEBooks, Journals, Magazines, Newspaper, Reports, Internet. In order to collect the information for the research study I used the questionnaire which had both open-ended and close-ended questions. The questionnaire was 55

filled by the investigator herself because most of the workers were not able to go through the questionnaire. So filling-up of the questionnaire was followed with the brief interview with the worker. Personal observations are also obtained by visiting work place, canteen, workmen shelters and colony of workers.

C. DATA ANALYSIS
After the data collection, various parameters have been used for the purpose of data analysis & the information collected has been presented in different tables & on the basis of these tables analysis & interpretation has been made & the same has been presented in the form of Bar Diagrams, Doughnuts & Pie-Diagrams.

D. SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample from a given population. There are many sample design from which a researcher can choose. Researchers must prepare /select a sample design which should be reliable and appropriate for their research only.

Sampling Unit
The first step in developing any sample design is to clearly define the set of objectives technically called universe to be studied. The universe of my study includes the corporate houses whether big or small. These are the organization which are indulged in providing welfare amenities to labour for their betterment thereby improving the lot of working class & make a worker a good employee and a good citizen

Sample Size
This refers to the organizations surveyed. Although large samples are more reliable but due to shortage of time and money this organization has been selected.

Sample Size Type Of Question Instrument Used

Interviews Type Of Universe

: : :
: :
56

80 Close-ended & Open-ended Questionnaire, Personal

Finite

Sampling Technique
This refers to procedure by which the organizations have been chosen. This is Non-Random Sampling : Convenience Sampling

57

LIMITATION OF THE STUDY:

The size of the sample is very small due to shortage of time and resources. Respondents may be biased in favor of management. Due to pressure of management, respondents were reluctant in communicating. Difficulty was faced in getting the responses to various questions because respondents could not devote enough time to me. Since this is an opinion survey, personal bias may have crept in, due to the respondents tendency to rationalize their views

58

DEMOGRAPHIC PROFILE: Option Martial status Married Unmarried Total Graduate Post graduate Total Male Female Total No of Respondents 30 20 50 20 30 50 35 15 50 Percentage Respondents 60 40 100 40 60 100 70 30 100

Educational Status Gender

59

5.1 Aware of term Empowerment TABLE.5.1: Aware of term Empowerment

S No.

LEVEL OF OPTION

NO. OF RESPONDENT

PERCENTAGE %

1. 2.

YES NO

80 0

100% 0%

SOURCE: Self prepared questionnaire and field survey

FIG. 5.1: Aware of term Empowerment

EMPOWERMENT
50 40 30 20 10 0 YES NO NO. OF RESPODENT

INTERPRETATION:

As per the research conducted by the researcher, it can be concluded that all the employees are aware of the term empowerment.

60

5.2 Managers leadership skills help to empower employees. TABLE 5.2 Managers leadership skills help to empower employees.
S.NO RESPONSE NO.OF RESPONDENTS PERCENTAGE%

To a great deal

50

63

A moderate deal

20

25

Not at all

10

13

SOURCE: Self prepared questionnaire and field survey FIG.5.2 Managers leadership skills help to empower employees. PERCENTAGE OF RESPONDENTS 70% 60% 50% 40% 30% 20% 10% 0% TO A GREAT DEAL INTERPRETATION: As per the research conducted by the researcher, it can be revealed that 63% of the employees said that leadership skills of the managers help to empower their effectiveness to a great deal, 25% of employees said a moderate deal, according to 13% of the employees leadership skills of the managers dont help to empower them. 61 A MODERATE DEAL NOT AT ALL 25% 13% 63%

5.3 Manager gives authority to participate in work relate decision making.

TABLE 5.3: Manager gives authority to participate in work relate decision making.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 To great extent Somewhat Very little Not at all 5 60 5 10 6.25% 75% 6.25% 12.5% PERCENTAGE%

SOURCE: Self prepared questionnaire and field survey

FIG 5.3 Manager gives authority to participate in work relate decision making.

Not at all 13% Very little 6%

To great extent 6%

Somewhat 75%

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 75% of the employees said that the manager gives them somewhat authority to participate in the work related decisions making, 6% said that they are given to a great extent and 13% employees said that they were not at all given authority to be a part of decision making. 62

5.4 Manager consults you in taking critical work related decisions. TABLE 5.5: Manager consults you in taking critical work related decisions.
S.NO RESPONSE No. OF RESPONDENTS 1 2 3 4 5 Never Rarely Occasionally Often Always 5 60 0 5 10 6.25% 75% 0% 6.25% 12.5% PERCENTAGE%

SOURCE: Self prepared questionnaire and field survey Fig 5.4 Manager consults you in taking critical work related decisions. PERCENTAGE OF RESPONDENTS
12.50% 6.25% 6.25%

Never
0%

Rarely Occasionally Often

Always
75%

INTERPRETATION: As per the research conducted by the researcher, it can be observed that 75% of employees said managers consults rarely in work related decisions, 12.5% employees said they were always consulted by the managers, whereas 6.25%of employees are of the view that managers never consulted in the decision making process. 63

5.5 Manager delegates employee to take decisions on his behalf. TABLE 5.5: Manager delegates employee to take decisions on his behalf.

S.NO

RESPONSE

No. OF RESPONDENTS

PERCENTAGE %

1 2 3 4 5

Never Rarely Occasionally Often Always

10 50 0 10 10

12.5% 62.5% 0% 12.5% 12.5%

SOURCE: Self prepared questionnaire and field survey

FIG 5.5 Manager delegates employee to take decisions on his behalf.

62.50%

12.50%

0%

12.50%

Never
INTERPRETATION:

Rarely

Occasionally

Often

As per the research conducted by the researcher, it can be concluded that 62.5% of employees said that the managers rarely delegated the employees to take decisions, 12.5% said managers never delegate the work, whereas 12.5% of employees said often managers delegated them. 64

5.6 Employees are familiar regarding organizations mission &vision. TABLE 5.6: Employees are familiar regarding organizations mission &vision.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 5 Not at all familiar Slightly familiar Somewhat familiar Moderate familiar Extremely familiar 0 0 0 0 100 0% 0% 0% 0% 100% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey FIG 5.6 Employees are familiar regarding organizations mission &vision.

PERCENTAGE OF RESPONDENTS 0%, 0% 0%, 0%

Not at all familiar Slightly familiar Somewhat familiar Moderate familiar Extremely familiar

100%, INTERPRETATION: As per the research conducted by the researcher, it can be observed that all the employees are well aware about the organizations mission & vision. So, they perform the given work to achieve that goal and objective. That is in favor of both the employees as well as for the organization. 65

5.7 Employee has given the opportunity to suggest improvement. TABLE 5.7: Employee has given the opportunity to suggest improvement.
S.NO RESPONSE NO. OF RESPONDENTS 1 2 3 4 To great extent Somewhat Very little Not at all 5 60 10 5 6.25% 75% 12.5% 6.25% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey

FIG 5.7 Employee has given the opportunity to suggest improvement. PERCENTAGE OF RESPONDENTS 75%

12.50% 6.25% 6.25%

To geart extent INTERPRETATION:

Somewhat

Very little

Not at all

As per the research conducted by the researcher, it can be revealed that 75% of the employees said that employees are given somewhat opportunities to suggest improvement regarding the work decisions, 12.5%of employees said that employees are given very little opportunity to suggest improvement regarding the work decisions , 6.25% of them have not participated in it and remaining other 6.25% are part of this work for a great extent in improvement.

66

5.8 Employees participate in setting goals & objectives for their job. TABLE 5.8: Employees participate in setting goals & objectives for their job.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 To great extent Somewhat Very little Not at all 5 70 5 0 6.25% 87.5% 6.25% 0% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey

FIG 5.8: Employees participate in setting goals & objectives for their job.

PERCENTAGE OF RESPONDENTS
87.50%

6.25%

6.25%

0%

To great extent INTERPRETATION:

Somewhat

Very little

Not at all

As per the research conducted by the researcher, it can be revealed that the 87.5% of the employees participated to some extent in setting goals and objectives for their job, 6.25% are those employees who participated to great extent in setting the goals, and very little involvement was given by 6.25% of employees in it.

67

5.9 Employees have access to all the information related to their work.

TABLE 5.9: Employees have access to all the information related to their work.
S.NO RESPONSE NO. OF RESPONDENTS 1 2 3 4 To great extent Somewhat Very little Not at all 75 5 0 0 93.75% 6.25% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey FIG 5.9: Employees have access to all the information related to their work.

6% 0%

To a great extent
Somewhat Very little Not at all

94% INTERPRETATION: As per the research conducted by the researcher, it can be concluded that the 94% of the employees are aware about the information related to their work as they perform the work on daily basis and others 6% are those who are new or recent joiners to the work.

68

5.10 More latitude on job as gains more expertise. Table 5.10: More latitude on job as gains more expertise.
S.NO RESPONSE NO. OF RESPONDENTS 1 2 3 4 To a great extent Somewhat Very little Not at all 10 60 5 5 12.5% 75% 6.25% 6.25% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey

FIG 5.10: More latitude on job as gains more expertise.

PERCENTAGE OF RESPONDENTS

75%

12.50%

6.25% 6.25%

To a great extent

Somewhat

Very little

Not at all

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 75% of the employees have somewhat freedom to perform the work related issues, 12.5% of employees gain more expertise while doing the work to a great extent and 6.25% employees said they get less latitude to perform the work.

69

5.11 Manager value employees suggestions and requests. TABLE 5.11 Manager value employees suggestions and requests.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 To great extent Somewhat Very little Not at all 20 60 0 0 25% 75% 0% 0% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey FIG 5.11 Manager value employees suggestions and requests.

0%

25% To a great extent Somewhat Very little Not at all

75%

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 25% of the employees said that manager value their suggestions and requests to a great extent and 75% of the employees identified that the manager gives somewhat value to the work done by the employees.

70

5.12 Manager encourages employees to use their own innovative & creative skills at work.

TABLE 5.12: Manager encourages employees to use their own innovative & creative skills at work.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 To a great extent Somewhat Very little Not at all 60 10 5 5 75% 12.5% 6.25% 6.25% Percentage %

SOURCE: Self prepared questionnaire and field survey FIG 5.12: Manager encourages employees to use their own innovative & creative skills at work.

75%
80% 60% 40% 20% 0% 12.50% 6.25% 6.25%

To a great extent

Somewhat

Very little

Not at all

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that the 75% of employees said that the manager uses their innovation & skills in work related activities to a great extent, 6.25% said that manager appreciates very little and 6.25% said manager rejects their ideas. 71

5.13 Promotion works unit based on merit. TABLE 5.13: Promotion works unit based on merit.
S.NO RESPONSE NO.OF RESPONDENTS 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree 5 5 60 5 5 6.25% 6.255 75% 6.25% 6.25% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey

FIG 5.13 Promotion works unit based on merit. PERCENTAGE OF RESPONDENTS 6.25% 6.25% 6.25% 6.25% Strongly agree Agree Neutral Disagree Strongly disagree

75%

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that the 75% of the employees are neutral neither they agreed nor disagreed that promotion is given based on merit whereas, 6.25% of employees are strongly agree, agree, disagree and strongly disagree to merit based promotion.

72

5.14 Employees rewarded for providing high quality products and services to customers. Table5.14 Employees rewarded for providing high quality products and services to customers.
S.NO RESPONSE NO. OF RESPONDENTS 1 2 3 4 5 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 5 60 15 0 0 6.25% 75% 18.75% 0% 0% PERCENTAGE %

SOURCE: Self prepared questionnaire and field survey

FIG 5.14 Employees rewarded for providing high quality products and services to customers.

PERCENTAGE OF RESPONDENTS
75%

6.25%

18.75% 0.00%

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

INTERPRETATION: As per the research conducted by the researcher, it can be revealed that the 75% of the employees agreed with the reward for providing high quality products and services to customers, 6.25% of employees strongly agree because they get motivated and perform the work in better way. 73

5.15 Supervisors & team leaders in your work unit support employee development. TABLE 5.15 Supervisors& team leaders in your work unit support employee development.

S.NO 1 2 3 4 5

NO.OF RESPONDENTS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONLGY DISAGREE

DEGREE 10 70 0 0 0

PERCENTAGE % 12.5% 87.5% 0% 0% 0%

SOURCE: Self prepared questionnaire and field survey

FIG 5.15 Supervisors & team leaders in your work unit support employee development. 0% 0%

0%

12.50%

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONLGY DISAGREE 87.50%

INTERPRETATION: As per the research conducted by the researcher, it can be revealed that the 12% of employees strongly agreed that manager provided them support and development for employees betterment and 88% agreed with the development process which enhance employees skill and experience given by the Supervisors. 74

5.16 Effect of employee empowerment on organization effectiveness. Give rating

Factors encouraging employee empowerment:

Extent of organization effectiveness.

a. Not at all effective b. Somewhat effective c. Very effective d. Totally effective

1. Joint decision making 2. Continuous rewards & financial growth 3. Use of innovative & creative skills 4. Access to all work related relevant information 5. Lean organization structure 6. Trust in leader / supervision 7. Granting discretion to change work process 8. Job satisfaction 9. Strong interpersonal relationship 10. Congenial working environments

50

10

20

10

10

60

15

60

10

60

10

0 0

5 5

70 5

5 70

0 0 0

0 10 0

70 60 70

10 10 10

10

50

20

SOURCE: Self prepared questionnaire and field survey

75

FIG 5.16: 1. Joint decision making 70% 60% 50% 60%

40%
30% 20% 10% 0% Not at all effective INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 60% of employees said joint decision making is somewhat effective in employee empowerment on organization effectiveness. Somewhat effective Very effective Totally effective 20% 10% 10%

FIG 5.16: 2.Continuous rewards & financial growth Not at all effective, 0 Totally effective, 60% Somewhat effective, 20%

Very effective, 20%

INTERPRETATION: As per the research conducted by the researcher, it can be observed that 60% of the employees said continuous rewards for employees performance and financial growth for the organization are totally effective for empowerment.

76

FIG 5.16: 3.Use of innovative & creative skills 60%

20% 5% Not at all effective 15%

Somewhat effective

Very effective

Totally effective

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 60% of the employees said that the use of innovation and creative skills are beneficial for them as well as for the growth of organization also. FIG 5.16: 4.Access to all work related relevant information 0 20% 20%
Not at all effective Somewhat effective Very effective Totally effective

60%

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that the 60% of the employees said that for empowerment it is very important to get access to all work related information. That may enhance employees knowledge with this rotation method. 77

FIG 5.16: 5.Lean organization structure 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 NO. OF RESPONDENTS 80%

20% 0 Not at all effective Some what effective Very effective 0 Less than effective

INTERPRETATION: As per the research conducted by the researcher, it can be observed that 80% of employees said that a lean organization structure is very effective for enhancing employee empowerment because small culture creates more interaction and more opportunity for employees as well for the betterment of the organization. FIG 5.16: 6.Trust in leader / supervision

70% 0 10% 20%

Not at all Somewhat effective effective

Very effective

Totally effective

INTERPRETATION: As per the research conducted by the researcher, it can be concluded that the 70% of employees feel that if they trust in their leader and supervisor then it adds to total effect of empowerment. 20 percent of the employees said that trust is a very important factor in empowerment. 78

FIG 5.16: 7.Granting discretion to change work process

80% 20%

Not at all effective Somewhat effective Very effective Totally effective INTERPRETATION: As per the research conducted by the researcher, it can be revealed that 80% of the employees said they are given discretion to change work processes as per their requirement and thus it is very effective factor in empowering them.

FIG 5.16: 8. Job satisfaction

Not at all effective 0%

Totally effective 10% Somewhat effective 10%

Very effective 60% INTERPRETATION: As per the research conducted by the researcher, it can be concluded that 60% of employees said if employees are satisfied with their job, it becomes very effective to empower them so that they can be given higher responsibility job whereas only 10 percent employees said that it was somewhat effective in enhancing empowerment.

79

FIG 5.16: 9.Strong interpersonal relationship NO. OF RESPONDENTS

10%

70%
20%

Not at all Somewhat effective effective

Very effective

Totally effective

INTERPRETATION: As per the research conducted by the researcher, it can be observed that the 70% of employees said that strong interpersonal relationships are very effective in providing employee empowerment as it builds trust, cohesiveness and improves formation of teams and groups. It gives synergistic effect in the groups of employees whereas only 20 percent employees said it is effecting empowerment totally.

FIG 5.16: 10.Congenial working environments 20% 10% Not at all effective Somewhat effective Very effective

10%

60% INTERPRETATION: As per the research conducted by the researcher, it can be revealed that the 60 percent of the employees said that providing congenial working environment is very effective in boosting employee empowerment whereas 20% of employees said that it is totally effective in empowering them. 80

FINDINGS
1. All the employees are aware about the term empowerment. 2. Managers leadership skills help to empower employees in a great deal.

3. Manager gives employees authority to participate in work related decision making.

4. All the employees are extremely familiar regarding organizations mission & vision. 5. Employees participate in setting goals & objectives for their job.

6. Employees have access to all the information related to their work.

7. Employees give more latitude on job as they gain more expertise. 8. Manager encourages employees to use their own innovative & creative skills to a great extent at work. 9. Employees are rewarded for providing high quality products and services to customers to increase their ability and efficiency. 10. Managers help the employees to develop and improve their skill and a through continuous training and development activities. 11. Joint decision making helps the employees for better results. 12. Flatter organization structure promotes empowerment among employees

81

SUGGESTIONS
1) Complete Decision making power should be given to the capable employees and their teams to make decision regarding their job. 2) Empowerment through job enrichment should be given rather than enlargement. 3) Clear guidelines should be given to employees for the goals, scope of the project and limits of authority. 4) Proper training and development activities should be carried out to make them employees more capable and competitive

5) Equal participation of subordinate and superior should be made while setting

goals for each project.

6) Activities like role play and business games should be carried out to improve role
clarity among team members

82

BIBLIOGRAPHY
Aeppel, T. (1997, September 8). Missing the boss: Not all workers find idea of empowerment as neat as it sounds. The Wall Street Journal, pp. 1, 10. Blanchard, K. & Bowles, S. (1998). Gung Ho! Turn on the people in any organization. New York: William Morrow. Blanchard, K., Carlos, J.P. & Randolph, A. (1996). Empowerment Takes More Than a Minute. San Francisco: Berrett-Koehler. Block, P. (1987). The Empowered Manager: Positive Political Skills at Work. San Francisco: Jossey-Bass. Bowen, D.E. & Lawler, E.E. (1992). The empowerment of service workers: What, why, how and when. Sloan Management Review, Spring 1992, p. 31. Bowen, D.E. & Lawler, E.E. (1995). Empowering service employees. Sloan Management Review, Summer 1995, p.73.

BOOKS: 1. Gupta C.B, Human resource management Sultan chand & sons.(2008) 2. Chhabra T.N, Human resource management Dhanpar rai & co. (2009) 3. Rao V.S.P, Human resource management Excel books (2007?)

WEB SITES : http://ceo.usc.edu/pdf/G941244.pdf. http://www.kimberlyalyn.com/Articles/The%20Power%20of%20Empowerment. pdf on 2011. Williams, Ron. "Self-Directed Work Teams: A Competitive Advantage http://www.qualitydigest.com/nov95/html/self-dir.html.

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