Employee Empowerment Contributes to an Organizations Success

Empowerment is a contested concept which can be defined in many ways depending on peoples understanding and ideas. Adams (2003)

Employee empowerment is defined as giving employees a degree of autonomy and responsibility for decision-making. The benefits are

Psychological empowerment is an important perception for both practitioners and researchers (Spreitzer, 1995). The concept of empowerment has been developed and advanced by several researchers. Many academics and practitioners over the past decade have embraced empowerment as a means of increasing decision-making at lower organizational levels while at the same time inspiring the worklives of employees (Chebat & Kollias, 2000; Conger & Kanungo, 1988; Spreitzer, 1995; 1996; Thomas & Velthouse, 1990). Beyond the power sharing condition of empowerment, Conger and Kanungo (1988) insisted that there is also a psychological experience of empowerment for individuals. The psychological experience is one of motivational self-efficacy.

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 is a process that increases organizational power by including team working, sharing and solidarity. This relationship is based on trust which is considered as an output of empowerment. Empowerment deals with employees’ cognitive growth which enables them to control their fundamental behaviour towards their work environment. Implementation of empowerment is a holistic reorganization of the way a business thinks and does things (Page,

Employee empowerment is to give workers a greater voice in decisions about work-related matters. Their decision-making authority can range from offering suggestions to exercising veto power over management decisions. The range of decisions could go as far as: how jobs are to be performed, working conditions, company policies, work hours, peer review, and how supervisors are evaluated.

Structural empowerment Purdy et al. state “is the notion that removes conditions that foster dependence and powerlessness within an organization that will result in a positive employee behavior and improve performance” (Effects of work environments on nurse and patient outcomes) which would cause a better working environment to work in. That being said I agree that being able to feel as you have power as a nurse to be able to be able to say things and control a little of how you work makes a nurse feel great about themselves as if they don’t just have to watch and write down all that the patient does or what the doctor say, it is like they actually have a voice in the matter. “Psychological empowerment is defined as the psychological state employees must experience for empowering interventions to be successful” (Smith Lesley, Andrusyszyn and Laschinger Effects of workplace incivility and empowerment on newly graduated nurses_ organizational commitment). I would have to agree because if you have a good mind set about things even if it the worst thing in the world it will not seem like it is. Having a good mind set conquers all things. Smith et al. say that “the empowering interventions are as followed meaning, confidence, autonomy and impact” (Smith, Andrusyszyn and Laschinger Effects of workplace incivility and empowerment on newly graduated nurses_ organizational commitment). It is so true the mind if you really think of it is made up of these things, and these are the things that get most people through the day. For example having confidence in your work will make you feel as if you can do anything at work as long as it is legal and you are able to do. I would say that they are on to something and that something would be that if you have empowering employees the nurses work environment would not be so difficult to do with and there would be a more nurses willing to work and the work environment would become like home

In order for individuals to move forward they need a sense of their own capability and power, meaning they are focused on things they can do for themselves and not on what others can do for them. Information needs to accessible so individuals can make their own choices. Encouragement should focus on individual strengths, not weaknesses (Spaniol, Wewiorski, Gagne, & Anthony, 2002).

Ans. A management routine of sharing data, incentives, and power with representatives so they can take a stand and settle on choices to take care of issues and enhance progress and quality of service. Empowerment is in view of the thought that giving workers aptitudes, assets, power,

According to Russ Forrester (2000), empowerment is a descendant of participation and involvement. High involvement management was founded on the idea that employees could be trusted to make decisions about their work. Whetten and Cameron states that trust, which is very important in empowerment means having a sense of personal security. The people that hack a sense of trust are more self-determined and willing to learn. Forrester also believes that the organization will function more effectively if mangers will let the ones doing the work become more involved. Forrester lists four components that of high involvement and they are; sharing information, developing knowledge, rewarding performance and distributing power (Forrester, R 2000).

284). Before an employee can begin to feel empowered, an open and safe environment must already be established. Employees must be given the freedom to make accountable decisions and encouragement to make these decisions. Some types of encouragement that can be provided to the employees are recognition, assured feedback, and guidance/support (Yoder-Wise, 2015). Empowered staff strive to obtain goals and provide quality service.

According to Hellriegel and Slocum (as cited in Blais & Hayes, 2011) empowerment is described as a form of responsibility handed down from a leader to a team / individual, which allows one to be a part of the decision-making process. For example, when the healthcare facility began to experience an increase in-house pressure ulcers, management empowered the nursing staff to create a proposal to address the issue. Personally, I suggested initiating a turn schedule for physically dependent patients. The schedule promotes appropriate turning and provides measurable accountability. In this case, empowerment of the nursing staff led to potentially improving a substantial issue.

Employee empowerment gives the organization the opportunity to get the information from employees that deal within the organization all day. The employees know what needs to be changed in order for things to run more smoothly. Showing management that employee empowerment can grow their business while at the same time making their employees feel valued is important.

In the past decade, business practitioners and organizational researchers have attached concept of empowerment in the workplace. Even, until at present, the literature has lacked unity on a definition or operationalization of empowerment in the workplace. In summary, empowerment is the management behavior where managers share with the rest of the organizational members their impact in the decision-making procedure that is to say, the cooperation in the decision making process is not whereabouts to the position with formal capacity with particular characteristics such as information systems, training, rewarding, power sharing, leadership style and organizational culture are concerned. Empowerment is an aspect, a technic and an appeal which mark more contribution of labors.

Several studies have shown that psychological empowerment has an effect on job satisfaction in a positive way. However, the results of such an effect varies when dealing with the relationship between each individual dimension of psychological empowerment (i.e. meaning, competence, impact, and self-determination) and job satisfaction. For example, Spreitzer, Kizilos and Nason (1997) found a positive relationship between the meaning cognition of psychological empowerment and job satisfaction among a primary sample of lower-level employees working in the insurance sector and a secondary sample of mid-level employees working in industrial sector. It was evident in this study that competence (secondary sample) and self-determination (primary sample) cognitions were less related to job satisfaction than the meaning dimension (in both samples). Surprisingly, the impact cognition had no effect on job satisfaction in either samples. Similar results were found