Why employee empowerment is not just a fad

Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and, to be effective in this environment, there is a need for creating a challenge to employees to use their capabilities and...

Full description

Saved in:
Bibliographic Details
Published in:Leadership & organization development journal 1996-07, Vol.17 (4), p.29-36
Main Author: Coleman, Henry J.
Format: Article
Language:English
Subjects:
Accountability
Case studies
Corporate culture
Customers
Delegation of authority
Design
Employee empowerment
Employee involvement
Empowerment
Human resource management
Information technology
Leadership
Managers
Methods
Motivation
Resource allocation
Responsibility
Studies
Transparency
Trust
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and, to be effective in this environment, there is a need for creating a challenge to employees to use their capabilities and take personal responsibility for tasks. States that there is encouragement of creativity, risk taking and commitment at all levels, as managers delegate authority to the front line and take a supportive role. In seeking to empower employees, there is an emphasis on communication, collaboration and building trust. Argues that, though empowerment is a difficult concept to execute properly, it works when it is focused on releasing self-motivation such that employees have the will to make a contribution. Illustrates the argument using three case studies and discusses the implications for theory and practice.
ISSN:0143-7739
1472-5347
DOI:10.1108/01437739610120574