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Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration
L’accession au pouvoir est présentée comme une recette universelle pour améliorer la performance au travail. On défend ici l’idée qu’il existe déjà des arguments forts pour penser que cette conviction est des plus discutables, et que l’impact de la participation dépendra du degré de l’incertitude op...
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| Published in: | Applied psychology 2002-01, Vol.51 (1), p.146-169 |
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| Main Authors: | , , |
| Format: | Article |
| Language: | English |
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| cited_by | cdi_FETCH-LOGICAL-c3153-b0679a9df83add3a9db9d0010843d0ace799f5205b25e2930a81e99f3995af023 |
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| cites | cdi_FETCH-LOGICAL-c3153-b0679a9df83add3a9db9d0010843d0ace799f5205b25e2930a81e99f3995af023 |
| container_end_page | 169 |
| container_issue | 1 |
| container_start_page | 146 |
| container_title | Applied psychology |
| container_volume | 51 |
| creator | Wall, Toby D. Cordery, John L. Clegg, Chris W. |
| description | L’accession au pouvoir est présentée comme une recette universelle pour améliorer la performance au travail. On défend ici l’idée qu’il existe déjà des arguments forts pour penser que cette conviction est des plus discutables, et que l’impact de la participation dépendra du degré de l’incertitude opérationnelle qui prévaut. Notre point de vue s’appuie sur une analyse des idées qui émergent conjointement de cinq domaines, à savoir les théories des organisations, la structuration du travail, le management “zéro défaut”, le management des facteurs humains et celui des ressources humaines. On met en évidence les conséquences théoriques et pratiques de nos investigations et certaines des pistes à suivre pour approfondir la réflexion.
Empowerment is being promoted as a general recipe for enhancing work performance. We argue that there are already strong grounds for suggesting that this universalistic assumption is flawed, and that the effectiveness of empowerment practices will be contingent on the degree of operational uncertainty that prevails. This argument is supported by an analysis of ideas in common emerging from five different areas of inquiry, namely those concerned with organisational theory, work design, total quality management, human factors, and human resource management. We identify the theoretical and practical implications of our analysis, and some of the lines of investigation required to develop the ideas further. |
| doi_str_mv | 10.1111/1464-0597.00083 |
| format | article |
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Empowerment is being promoted as a general recipe for enhancing work performance. We argue that there are already strong grounds for suggesting that this universalistic assumption is flawed, and that the effectiveness of empowerment practices will be contingent on the degree of operational uncertainty that prevails. This argument is supported by an analysis of ideas in common emerging from five different areas of inquiry, namely those concerned with organisational theory, work design, total quality management, human factors, and human resource management. We identify the theoretical and practical implications of our analysis, and some of the lines of investigation required to develop the ideas further.</description><identifier>ISSN: 0269-994X</identifier><identifier>EISSN: 1464-0597</identifier><identifier>DOI: 10.1111/1464-0597.00083</identifier><identifier>CODEN: ADPYE4</identifier><language>eng</language><publisher>Oxford, UK: Blackwell Science Ltd</publisher><subject>Applied psychology ; Biological and medical sciences ; Employees ; Empowerment ; Fundamental and applied biological sciences. Psychology ; Job performance ; Occupational psychology ; Organization and management. Professional relation ; Psychology. Psychoanalysis. Psychiatry ; Psychology. Psychophysiology</subject><ispartof>Applied psychology, 2002-01, Vol.51 (1), p.146-169</ispartof><rights>2002 INIST-CNRS</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c3153-b0679a9df83add3a9db9d0010843d0ace799f5205b25e2930a81e99f3995af023</citedby><cites>FETCH-LOGICAL-c3153-b0679a9df83add3a9db9d0010843d0ace799f5205b25e2930a81e99f3995af023</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,4024,27923,27924,27925,31000</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=13728819$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Wall, Toby D.</creatorcontrib><creatorcontrib>Cordery, John L.</creatorcontrib><creatorcontrib>Clegg, Chris W.</creatorcontrib><title>Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration</title><title>Applied psychology</title><description>L’accession au pouvoir est présentée comme une recette universelle pour améliorer la performance au travail. On défend ici l’idée qu’il existe déjà des arguments forts pour penser que cette conviction est des plus discutables, et que l’impact de la participation dépendra du degré de l’incertitude opérationnelle qui prévaut. Notre point de vue s’appuie sur une analyse des idées qui émergent conjointement de cinq domaines, à savoir les théories des organisations, la structuration du travail, le management “zéro défaut”, le management des facteurs humains et celui des ressources humaines. On met en évidence les conséquences théoriques et pratiques de nos investigations et certaines des pistes à suivre pour approfondir la réflexion.
Empowerment is being promoted as a general recipe for enhancing work performance. We argue that there are already strong grounds for suggesting that this universalistic assumption is flawed, and that the effectiveness of empowerment practices will be contingent on the degree of operational uncertainty that prevails. This argument is supported by an analysis of ideas in common emerging from five different areas of inquiry, namely those concerned with organisational theory, work design, total quality management, human factors, and human resource management. We identify the theoretical and practical implications of our analysis, and some of the lines of investigation required to develop the ideas further.</description><subject>Applied psychology</subject><subject>Biological and medical sciences</subject><subject>Employees</subject><subject>Empowerment</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Job performance</subject><subject>Occupational psychology</subject><subject>Organization and management. Professional relation</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><issn>0269-994X</issn><issn>1464-0597</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2002</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><recordid>eNqFkM1PAjEQxRujiYieve5FTy5Mt_tVb4QAEhFIgGi8NGV3Vlf3y3YJ8t9bXIJH59LJ6--9ZB4h1xQ61EyXur5rg8eDDgCE7IS0jsopaYHjc5tz9-WcXGj9YRDwmd8i80FelVtUORb1nTVHlZQql0WEd5YsYmtWoZJ1WhYys1ZGVbVMi3p3b_Ws5TuWCus0Ml_josa3BrwkZ4nMNF4d3jZZDQfL_oM9mY3G_d7Ejhj1mL0GP-CSx0nIZBwzs615DEAhdFkMMsKA88RzwFs7HjqcgQwpGolx7skEHNYmt01upcqvDepa5KmOMMtkgeVGCy8IXXBc14DdBoxUqbXCRFQqzaXaCQpi35zY9yT2PYnf5ozj5hAttbkuUaaPVP_ZWOCEIeWGcxtum2a4-y9W9ObzRRNvN7ZU1_h9tEn1KfyABZ54no5Ef_FIp8OnULyyHwtJi9Y</recordid><startdate>200201</startdate><enddate>200201</enddate><creator>Wall, Toby D.</creator><creator>Cordery, John L.</creator><creator>Clegg, Chris W.</creator><general>Blackwell Science Ltd</general><general>Blackwell</general><scope>BSCLL</scope><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7QJ</scope></search><sort><creationdate>200201</creationdate><title>Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration</title><author>Wall, Toby D. ; Cordery, John L. ; Clegg, Chris W.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c3153-b0679a9df83add3a9db9d0010843d0ace799f5205b25e2930a81e99f3995af023</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2002</creationdate><topic>Applied psychology</topic><topic>Biological and medical sciences</topic><topic>Employees</topic><topic>Empowerment</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Job performance</topic><topic>Occupational psychology</topic><topic>Organization and management. Professional relation</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Wall, Toby D.</creatorcontrib><creatorcontrib>Cordery, John L.</creatorcontrib><creatorcontrib>Clegg, Chris W.</creatorcontrib><collection>Istex</collection><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><jtitle>Applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Wall, Toby D.</au><au>Cordery, John L.</au><au>Clegg, Chris W.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration</atitle><jtitle>Applied psychology</jtitle><date>2002-01</date><risdate>2002</risdate><volume>51</volume><issue>1</issue><spage>146</spage><epage>169</epage><pages>146-169</pages><issn>0269-994X</issn><eissn>1464-0597</eissn><coden>ADPYE4</coden><abstract>L’accession au pouvoir est présentée comme une recette universelle pour améliorer la performance au travail. On défend ici l’idée qu’il existe déjà des arguments forts pour penser que cette conviction est des plus discutables, et que l’impact de la participation dépendra du degré de l’incertitude opérationnelle qui prévaut. Notre point de vue s’appuie sur une analyse des idées qui émergent conjointement de cinq domaines, à savoir les théories des organisations, la structuration du travail, le management “zéro défaut”, le management des facteurs humains et celui des ressources humaines. On met en évidence les conséquences théoriques et pratiques de nos investigations et certaines des pistes à suivre pour approfondir la réflexion.
Empowerment is being promoted as a general recipe for enhancing work performance. We argue that there are already strong grounds for suggesting that this universalistic assumption is flawed, and that the effectiveness of empowerment practices will be contingent on the degree of operational uncertainty that prevails. This argument is supported by an analysis of ideas in common emerging from five different areas of inquiry, namely those concerned with organisational theory, work design, total quality management, human factors, and human resource management. We identify the theoretical and practical implications of our analysis, and some of the lines of investigation required to develop the ideas further.</abstract><cop>Oxford, UK</cop><pub>Blackwell Science Ltd</pub><doi>10.1111/1464-0597.00083</doi><tpages>24</tpages></addata></record> |
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| identifier | ISSN: 0269-994X |
| ispartof | Applied psychology, 2002-01, Vol.51 (1), p.146-169 |
| issn | 0269-994X 1464-0597 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_57840244 |
| source | EBSCOhost Business Source Ultimate; Applied Social Sciences Index & Abstracts (ASSIA); Wiley-Blackwell Read & Publish Collection |
| subjects | Applied psychology Biological and medical sciences Employees Empowerment Fundamental and applied biological sciences. Psychology Job performance Occupational psychology Organization and management. Professional relation Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology |
| title | Empowerment, Performance, and Operational Uncertainty: A Theoretical Integration |
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