Employee Empowermen1 Essay

Establishing team development, team empowerment, employees joining forces with management to cut costs, self-directed teams, shared fate, incremental progress, and open and timely information increase the employees feeling of commitment to the company and help them strive to better the company, themselves and the environment. Effectively having happy, empowered, employees will increase the value of the company in the present and the future. (Thompson, 2012)

When it comes to worker empowerment, Chad believes that “all managers should realize no matter what industry, that when you empower your employees and give them greater responsibility you create an environment that gives employees greater job satisfaction. It has been my experience that greater job satisfaction for employees often translates into better production from the employee which is good for the company” (C. D. Cerkoney, Personal Communication, February

The single most important component associated with managing a successful organization, entails the empowerment of employees. People that are empowered are able to make smart decisions without always having to rely on authority, to point them in the right direction. Creating an empowered organization involves interest in the workplace; minimal absence from work, high retention rates; loyal and motivated team members; as well as efficient results and effective communication amongst team members. In the book, The Wonderful Wizard of Oz

Empowerment, however, is not an act or physical incident. It is employees’ perception that they believe in and (actually do) control what happens to their work processes and that they are capable of controlling those processes efficiently and effectively (Holt, 2000). Stephen Covey stated that “an empowered organization is one in which individuals have the knowledge, skill, desire and opportunity to personally succeed in a way that leads to collective organizational success.”

In many companies, operational employees also need information to handle tasks and make decisions that were assigned to supervisors. This trend, called empowerment, gives employees more

organization and inspire, motivate and align their employees to a common goal. They must be sensitive to change management in order to

Employee may affect the performance and at the same time the attitudes of their co-workers in business operation. When business grows, engaging employee is identified as one of the major strategy to help establish initiatives, processes as well as goals to help build positive environment (Cotton, 1993). On the other hand, employee can hesitant to change due to uncertainty. Managers in an organization are supposed to get employee to become much engaged and involved in progressive improvement. Employee involvement entails the way business may improve their performance through dedication and cultivating employee interests.

Empowerment is a shift in expectations by which employees are given more autonomy in decision making and increased responsibility” (Weiss, 2016). Empowerment is a part of all professional development in the U.S. military culture and can be executed at all organizational levels. The entire 99th CES holds responsibility as stakeholders for positive change, so there should also be a vision and plan for empowering all organizational levels with responsibility as change agents. There are several positive things that can occur in an organization that promotes a culture of empowerment. One the most important is personal impact. Authors Quinn and Spreitzer found (1997) “Empowered people have a sense of impact (this means that people believe they can have influence on their work unit; others listen to their ideas)” (p. 41). Encouraging a sense of impact to all levels of the organization will encourage involvement and ease uncertainties in the change management process. With empowered members of the 99th CES the next step in the process is to identify and recognize short and long term

Recently, the Ontario government examined the province’s labour laws. An independent report, known as the Changing Workplaces Review, considered possible changes to the province’s employment standards.

Organizational development focuses on the underlying values of: respect for people, trust, support, power equalization, confrontation, and participation. OD suggests that the organization will achieve success in the change, have respect for its people, trust and support. This characterizes the organization as one that cares for its people. Power equalization is an important element of OD. The organization deemphasizes hierarchal power and control. The organization is looking toward change and empowerment of all employees is critical. With the new empowerment comes higher communication, and it may come in the form of confrontation. Confrontation must be addressed immediately. The end assumption of OD is a higher degree of participation. The workers as of present own the change.

Employee empowerment can be described as giving employees' accountability and ability to make choices about their work without managerial authorization. Good managers are expected to

Empowerment is an important tool for progression and FWD needs to exercise it often when expecting employees to work together towards a global objective. Empowerment can be defined as providing employees the chance to exercise autonomy in making decisions (Vogt, 1997), which is rarely implemented at FWD.

In today’s world, having a job has become a major part of our lives. As human beings, we want to have the capacity to provide for ourselves, and become less dependent on others. This is because depending on others makes people to lose respect and self-esteem. As the need for job increases, so does the need for a better working environment. Many of the jobs today are conducted indoors rather than outdoors. For this reason, construction companies have to ensure that the buildings they construct provide employees with an outdoor-like feeling to improve their efficiency at the workplace. Office jobs require employees to sit down for long hours, which can have negative effects on their health. The key to improved employee morale lies in the design, maintenance, and setup of the workplace because they spend the majority of their time in that space.

Involving employees in the decision making related to the processes of their jobs is fundamentally good management (Goetsch & Davis, 2014). Employee empowerment is considered to be one of the most powerful and effective practices that organizations make, where the greatest contribution is by the people who are creating the product or service (Prathiba, 2016). It enhances job involvement, job satisfaction, career satisfaction and organizational commitment. Empowered employees add value and create competitive advantage to the organization. Employee empowerment is a motivational technique that is designed to improve performance if managed properly through increased levels of employees participation and self-determination. There is clear evidence to suggest what employees look for in their work is a mixture of both tangible and intangible elements that creates a stimulating environment where their contribution is recognized and rewarded. Management commitment plays an important role in shaping attitudes and thoughts. They contribute significantly to the view that the employees also have a stake in the organization. Managerial commitment is said to be the force that binds an employee’s course of action to achieve one or more targets. Studying management skills show that subordinates’ empowerment and engagement is an important part of organizational and managerial effectiveness. It further increases organizational effectiveness and commitment. Empowered and engaged

In the article composed by Morgeson, Mumford, and Campion, it is stated that organizational philosophies regarding employee involvement and commitment find great value in the inclusion of multiple views. 360 Degree Feedback consistently tends to foster formal and informal discussion regarding the effectiveness of employees in all positions. The increase in openness and communication leads to a greater amount of learning among coworkers as well as an increase in goal setting and desire to further skill development. Each of these benefits have a synergistic effect in the improvement of organizational culture (Antonioni, 1996; Bernardin & Beatty, 1987; Hoffman, 1995; London & Beatty, 1993, p. 198).