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Examples
My bias, from working with people for 40+ years, is to involve people as
much as possible in all aspects of work decisions and planning. This
involvement increases ownership and commitment, retains your best
employees, and fosters an environment in which people choose to be
motivated and contributing.
For people and organizations who desire a model to apply, the best I have
discovered was developed from work by Tannenbaum and Schmidt (1958)
and Sadler (1970). They provide a continuum for leadership and involvement
that includes an increasing role for employees and a decreasing role for
supervisors in the decision process. The continuum includes this progression.
• Tell: the supervisor makes the decision and announces it to staff. The
supervisor provides complete direction.
• Sell: the supervisor makes the decision and then attempts to gain
commitment from staff by "selling" the positive aspects of the decision.
• Consult: the supervisor invites input into a decision while retaining
authority to make the final decision herself.
• Join: the supervisor invites employees to make the decision with the
supervisor. The supervisor considers her voice equal in the decision
process.
Examples:
Sell: Useful when employee commitment is needed, but the decision is not
open to employee influence.
Join: The key to a successful join is when the supervisor truly builds
consensus around a decision and is willing to keep her influence equal to
that of the others providing input.
Employee empowerment can only work if the management team believes in it. The
issuing of authority to the employees could be graded, but it needs to be a rippling
activity within the organization and consistent in nature. The entrepreneur or
management should be completely committed to allowing the employees to make
decisions and execute them, also taking responsibility. The management could pre-
determine and define the scope of decisions made and work towards effectively building
decision-making teams. This model used in employee empowerment is very effective
because it enables the staff to contribute toward efficient steering of the company
profits, in a way that benefits all.
The strategy of implementing a suggestion box, where the suggestions are made
without fear of retribution is a great management tool. However, it is important that the
managers read and consider the suggestions. The management could also attempt
establishing a monthly forum like a symposium or monthly newsletter. It is very essential
to ensure that the employee suggestions are addressed and discussed, especially if the
management sees potential. The points or rewarding system will give you a competitive
work force.
The employee empowerment program is designed to work only with the support of at
least some suggestions being approved for some impact on the company, failing which
the same empowerment program only re-confirms to the employees that the strategy is
a farce and real power continues to be exercised only by the managers. The
empowered work force moves front-stage and is matched by action. The anecdotal
reports and management surveys all recede inot the peripheral, once effective
empowerment is executed. The age old concept that the work force is more efficient
using their brains and not just their hands is proven true with the various case studies
on employee empowerment.
• Teamwork provides the foundation for success. The commonality exists when everyone involved
works together to have a safe environment. Contribution from each team member gives the
uniqueness of different points views and ideas to get the job done successfully.
• Training cannot be overlooked. Having accurate information through training to care for safety
concerns provides the safety committee expertise, credibility, and consistency to deal effectively with
safety concerns.
• Awareness of safety concerns and how it will be cared for is essential. An awareness campaign
can include safety posters, newsletters and safety magazines. When hazards can be identified and
eliminated this will bring about a proactive safety program when it comes to reducing or eliminating
incidents, accidents and injuries.
• Positive Attitude - A positive attitude is a strength management as well as for the safety committee.
Concentrating on what’s going right, what progress have been made, and what can be done to make
it better, will assist the everyone involved to stay motivated.
• Ownership is an important element because all employees including the safety committee needs to
feel part of the process as owners. Getting employees involved in sub-groups to care for safety
concerns, or listening to their suggestions will go a long way for employee participation and
involvement.
• Recognition gives the safety committee a pat on the back for a job well done. When management
shows in a way of something tangible (certificates, lunches, dinners, gifts, etc.) this sends a
message to the committee and employees that their efforts and actions are appreciated.
Empowering employees by means of safety committees can have a very big impact in reducing and
eliminating incidents, accidents, and injuries. Management support and commitment is very crucial
for the success of safety committees.