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Employee Empowerment and Involvement: Interpersonal Intervention

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  1. Employee Empowerment and Involvement: Interpersonal Intervention By: Laura Buckner & Zoe

  2. Objectives • To clarify the definitions, significance, obstacles and contents of empowerment and involvement. • To understand differences between empowerment and employee Involvement. • To start learning how to empower and involve your employees/ get empowered and involved.

  3. Empowerment By Zoe

  4. Introduction • What’s empowerment • “The extension of your wisdom and leadership.” • "empowerment" often refers loosely to processes for giving subordinates (or workers generally) greater discretion and resources: distributing control in order to better serve both customers and the interests of employing organizations • Empowerment in Chinese myth

  5. Components • Workers (motivated workers with the skill and desire to take on additionalresponsibility) • Managers (managers willing to share power and facilitate employee development) • The bridge between the both

  6. Introduction (cont.) • Why important (simplified version) -- for you -- for your peers and subordinates -- for your company -- (for Zoe)

  7. Introduction (cont.) • Why important (professional version) • Organization structure (flatter, respond quickly, teaming, flexibility) • Programs (TQM & Customer Services) (greater participation, information oriented) GAME TIME~

  8. Obstacles-- from a perspective of managers • “ I don’t want to” --- Why? • “I don’t like risks” --- Why you think it is risky? • “I don’t know how” --- some Tips (look at leadership training)

  9. Obstacles-- organizational improvement potential • Control and Commitment • Organizational Culture • Individual Acceptance

  10. solutions (1)-- Leadership training • “why not?!” • Your leadership model • Provide vision • Provide positive support and words of encouragement • Highlight exemplar behavior • Recognize incremental success • Share power based on individual needs and ability

  11. Solutions (2) -- Selection and Training • Selection (willingness, decision-making, responsibilities, internal motivation) • Training (skills, knowledge, and most importantly, employee commitment)

  12. What workers can do? • Commitment • Self management • Communication with managers • Empower your boss and your company!

  13. Bridge • Language • Attitudes • Trust • Corporate culture • Training • Clarified goals

  14. GAME TIME~ • Wind and trees (Trust) • “I make you feel important” (Communication)

  15. Involvement By Laura

  16. What is it? • Employee Involvement- a participative style of management • Increase employee’s understanding • Utilize their talents • Enable them to influence decisions • Encourage their commitment

  17. Managements Side • Sharing ideas and suggestions • Recognizing people’s contributions • Each idea is treated with respect, fairly evaluated and striving to implement every idea possible • Feedback and mentoring • All appropriately recognized

  18. All levels • To employees • Carry out the goals that are implemented • Increases individual morale and motivation • Management • Clear purpose • Company • Strategic goal, satisfy customers, save money, morale, quality, safety • Generate positive, impact on satisfaction with supervision, work, and solidarity

  19. Different types of EI • Indirect Involvement- A representative acts on behalf of employees, for example through collective bargaining or joint consultation • Direct Involvement- employees are involved in decisions about how they work, for example through quality circles or autonomous work groups.

  20. Models • Tannenbaum and Schmidt: Continuum • Tell- The supervisor makes the decision and announces it to the 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 her/his self • Join- The supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process

  21. When EI goes wrong • Lack of comprehensiveness and intensity • Program implemented haphazardly • Unclear goals • Little commitment from employees and managers

  22. Delta Airlines • Has one of the most advanced, high level employee involvement programs • Delta before employee involvement • Delta after employee involvement • Ford Co. Ford Motor Co. Employee Empowerment

  23. Connection to Heroz and Champy • Heroz- Employee’s point of view of how to handle employee involvement and empowerment • Champy- Managers point of view on how to implement employee involvement and empowerment • Examples:

  24. Game time