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CERTIFICATE
The project entitled Empowerment and its impact on career submitted
to the Symbiosis Law School, NOIDA for HRM and TQM as part of
internal assessment is based on my original work carried out under the
guidance of Prof. Ankur Jain from 1st January to 10th March, 2014. The
research work has not been submitted elsewhere for award of any
degree.
ACKNOWLEDGEMENT
It is a great pleasure for me to put on records my appreciation and
gratitude towards Professor Ankur Jain course in charge for HRM and
TQM for her immense support and encouragement all through the
preparation of this report and also for his valuable support and
suggestions for the improvement and editing of this project report.
Last but not the least, I would like to thank all the friends and others
who directly or indirectly helped me in completing my project report.
The library facilities and computer facilities of the University have been
indispensable. For any errors or inadequacies that may remain. In this
work of course, the responsibility is of my own.
TABLE OF CONTENTS
Introduction.5
Meaning of empowerment..5
Nexus between career and empowerment..............6
Object of the study...........8
4
Research methodology..9
Literature review.10-20
Case study21
Analysis..23
Conclusion25
Recommendations.26
Bibliography.27
INTRODUCTION
MEANING OF EMPOWERMENT
Empowerment is the process of enhancing the capacity of individuals
or groups to make choices and to transform those choices into desired
actions and outcomes. Central to this process are actions which both
build individual and collective assets, and improve the efficiency and
5
which
affect
them.2
However,
perceptions
of
being
poor
people
are
expected
to
increase
development
OBJECTIVE
The main object of this study is to draw a nexus between impacts of
empowerment on ones career. The paper includes the answer to
question such as- What are the benefits of career empowerment to the
6 http://www.hec.edu/Press-room/News/Creating-Value-through-EmployeeEmpowerment-A-Case-Study-by-HEC-Prof.-Charles-Henri-Besseyre-des-Horts
on 24th March, 2014 at 22:08 PM
8
RESEARCH METHODOLGY
We have done a conceptual Re-search in our project in order to maintain
the simplicity and authenticity of the re-search conducted. The topic
allotted was not best suited with the empirical or the survey work. As it
9
needs to understand the basic aim of the project, that what all
objectives do need to be achieved and accordingly the things were
planned and organized.
Our re-search methodology includes the introduction, the objectives of
the re-search conducted, we have also included 25 Literature Reviews of
various famous Indian as well as foreign authors who have worked for
years for their re-search and the project in order to gain and solve the
issue to the problem raised in the objectives, its importance its role and
the significance etc.
Secondary data has been used because though several authentic
websites were available through the medium of Internet source, and by
this medium, we were able to arrive at a conclusion. Few books were
also focused while the re-search study was going on with its smooth
running.
Thus in our re-search methodology we came to the conclusion that,
every possible use of the internet was made with all the best suited
books in order to clear and avoid any kind of ambiguity or complexities
in the project. Authenticated websites and books were made available to
us, in order to accomplish our task and solve the issues to the study.
LITERATURE REVIEW
1. Denis Chnevert, 2010- After going through this article, we have
reached
to
an
understanding
that
for
more
than
decade,
10
the
employee
adjusts
his
behaviours
and
his
their
employees
careers.
This
is
because
plateaued
other
HRM
commitment.
2. Nonaka, I.
practices
and
may
Takeuchi,
be
H.,
without
effect
1991-
They
on
affective
stated
that
11
They
have
pointed
out
that
termination-performance
relationship.
The
shape
of
the
on
previously
unidentified
source
of
managerial
other
boards,
are
positively
and
strongly
related
to
his
The
realization
is
more
has
implications
for
increasing
the
success
you
with
either
public-only
or
private-only
performance
effort that arise despite lower explicit incentives. The results suggest
implicit incentives arising from career concerns may help explain
recent empirical evidence of firms using a combination of private and
public performance measures as a basis for rewarding executives.
8. Arnold and John, 2002- In the current context of the workforce, a
protean career has taken root. This is a career orientation in which
the person, not the organization, is in charge, where the persons
core values are driving career decisions, and where the main success
criteria are subjective. There is a general sense that individuals need
to transcend structures and take ownership for their own career
planningplans that may even take them beyond the walls of their
current organization. Such an environment provides much more room
for self-expression and self-direction, and is much more conducive to
individual control than what existed even a few years ago. However,
people must have the self-efficacy to effectively engage in activities
like career decision-making and mapping.
9. Cascio, W. F., 2010- There is no question that career trajectories
have changed in the past decade. As more generations enter the
workforce and the pace of change in business increases, the factors
driving employee engagement are also shifting. Employees today
want to use their careers as vehicles and a way to contribute toward
considerate and meaningful work. There is no longer an expectation
of job security or a lifetime career with one company. In fact, it may
feel as though there is no safety net in todays work environment
employees may consider themselves to be self-employed with regard
to
career
management,
responsible
for
their
own
career
development.
10.
Heski Bar-Isaac, 2011- When we have gone through this
research article, we have reached to an understanding that they have
examined training and recruitment policies in a two period model that
14
nests two forms of production, "routine" work where ability and effort
are substitutes and "creative" work where they are complements.
Alternative
ways
of
improving
average
ability
have
opposite
promotion
rates
(the
"glass
ceiling")
are
intimately
article,
we
have
reached
to
an
understanding
that
15
experimentally
investigate
simple
version
of
conclude
that
transparency
does
not
weaken,
but
and
political
empowerment.
Transforming
power
Different
definitions
and
conceptual
approaches
to
14.
Gunz & Gunz, 1994- This paper states that employees with
commitment
and
organisational
achievement.
The
can
be
summarized
as
better
performance,
less
17
today
need
in
effective
empowerment
mechanism.
Obtaining
can
be
empowered
if
they
are
granted
access
to
18
19
23.
need to transcend structures and take ownership for their own career
planningplans that may even take them beyond the walls of their
current organization. Such an environment provides much more room
for self-expression and self-direction, and is much more conducive to
individual control than what existed even a few years ago. However,
people must have the self-efficacy to effectively engage in activities
like career decision-making and mapping.
24.
Mathieu & Zajac- 1990 At the end of the day, the responsibility
for a career path is on the individual. But the culture in which we
exist and work influences how confident and how willing people are to
take on that responsibility. Career empowerment at its core is about
giving the power back to the employee; to be responsible for their
own direction while giving them an environment where they can
flourish. In order to create that environment, you must put some
accountability in place to reward managers for allowing, even
encouraging, internal mobility.
25.
Bushe, R.G., Havlovic, J.S. and Koetzer, G. 1996- This paper
shows
the
relationship
between
Career
Empowerment
and
20
CASE STUDY
HCL Technologies since the Global 2008-2009 Crisis: Creating
Value
through
Employee
Empowerment,
is
HEC
Professor
new
radical
management
philosophy
driven
by
the
concept
of
EFCS
in
turn
led
to
the
notion
of
22
ANALYSIS
As by going through the Literature review and the re-search material, we
can directly come to the conclusion that the objectives of the re-search
project was accomplished as the main objective of the re-search study is to
examine the impact of empowerment on career, its role, its importance, its
advantages and disadvantages, and its relatedness to the organization or
the company. If we have a look on our objectives of the project, we can
understand that Literature review has almost clear all our issues raised for
the re-search conducted. What all can be the consequences and the effect
of the study which were not known.
23
The main focus was on the re-search of the authors, and their opinions and
wordings for the re-search conducted and do they have in their mind about
the topic and the organization.
The following empowerment methods were found to have the strongest
relationship to engagement:
Internal and external networking opportunities.
Stretch assignments.
Professional development.
Internal job postings.
Empowerment has a very positive impact on ones career.
Organizations and leaders that specifically address and incorporate
these techniques will find themselves better positioned to achieve
Career Empowerment success. An underlying theme within these
approaches is giving employees adequate exposure to and information
about opportunities.
24
CONCLUSIONS
We are operating in an environment today in which employees are
beginning to feel more responsible for their own career development. There
is no longer an assumption of job security or lifetime of employment with
one
organization,
although
such
path
may
be
possible.
Career
their own career development, and pursue their own interests within their
organization.
Importantly,
people
recognize
and
understand
the
idea
of
Career
support.
empowerment
and
We
have
employee
noted
engagement
meaningful
levels,
link
where
between
the
more
RECOMMENDATIONS
1. Many organizations are missing an opportunity to positively influence
their whole workforce with Career Empowerment. A key challenge is
that leaders are not prioritizing helping employees determine their
career paths so much that they are even disregarding simple,
inexpensive, and effective methods like job rotations to do so. If
26
leader
support
is
not
provided,
implementation
of
Career
Empowerment is unlikely.
2. Leaders need to encourage Career Empowerment initiatives by the
allocation of necessary time and resources.
3. Bigger companies should be well positioned to make these changes
and offer an array of attractive Career Empowerment strategies by
virtue of their size and structure, as they typically have formalized
job categories and a hierarchy that can facilitate the presentation of
information about internal opportunities.
4. Organizations and leaders need to do a better job of communicating
to employees about all of the career development options available to
them.
5. Organizations need to reassess their career development and
empowerment approaches to ensure they are set up to attract,
develop, and retain an engaged workforce across all job levels.
6. Organizations need to smartly prioritize what development methods
are vitalat the real risk of losing key talent. For support staff, of
great importance are stretch assignments, professional development,
job rotations, and manager training designed to assist in employee
development, as well as career advancement opportunities. For
professionals, internal job postings, professional development, and
short term assignments in other areas stand out. Managers and
executives value professional development and self-assessment tools.
BIBLIOGRAPHY
Sturges, J., Guest, D., Conway, N. and MacKenzie Davey, K. (2002),A
Longitudinal Study of the Relationships between Career Management
and Organisational Commitment among Graduates in the first ten
years at Work, Journal of Organisational Behavior, 23(6): 731-748.
27
Kuo, Tsung-Hsien, Ho, L.A., Lin, C. and Lai, K.K. (2009), Employee
Empowerment in a Technology Advanced Environment, Industrial
Management and Data Systems, 110(1): 24-42.
Nijhof, W.J., Jong, M.J. and Beukhof, G. (1998),
Employee
Use
of
Public
and
Private
Performance
28
Measures.Corporate
CommunicationsAn
International
Journal,
16(4), 328-346.
Meyer, J.P. and
Herscovitch,
L.
(2001),
Commitment
in
the
C.M.
and
Gatewood,
R.D.
(1996),
Putting
the
M.
(1993).
Relationships
between
career
motivation,
of
Industrial,
Work
and
Organizational
Psychology,
30
31