ABSTRACTWork teams have been described as “integral” to organizational success in our global, fast-paced, customer-driven economy. Empowerment has been seen as a powerful mechanism for increasing employee involvement and, thereby, enabling organizations to be more flexible and responsive. Empowered teams have greater authority and responsibility for their work than do more traditional teams, and their effectiveness is determined, in part, by the receptiveness or supports of the larger organizational system within which they operate. Essentially, there are two different conceptions of empowerment in the extant literature: structural and psychological.
One version of the psychological approach was advanced by, who submitted that team empowerment is “the extent to which work group members have the ability to make business decisions, are accountable for the outcomes of their decisions, accept responsibility for the outcomes of their decisions, and can solve problems on their own” (Charles, 2000). Empowerment in terms of members' perceived authority to control how their work is conducted and having responsibility for their work outcomes. The essence of this two-dimensional definition of psychological empowerment is that it is a psychological state defined primarily in terms of members' experience of authority and responsibility.
Another version of psychological empowerment defines it in terms of a four-dimensional framework of employees' perceptions: (a) competence to perform their tasks well, (b) self-determination or freedom to choose how they carry out their tasks, (c) sense of meaningfulness that their work is important, and (d) belief that their work has an impact on the effectiveness of the larger system. This paper aims to identify and the concept of empowerment as a motivational mechanism, and the impact of leaders empowering and the particular styles of behavior with given focus through luxury hotel environment. CHAPTER 01INTRODUCTIONKey principles of the total quality approach are having an important influence on aspects of organisational design.
(Alder, 1996) Management is becoming less of a top-down command, and more a process of giving employees authority to make important decisions and be responsible for the outcomes. The overriding goal of this sharing of power is to directly involve employees in decision making so that they can use their expertise to help increase the prosperity of the organisation. Central to success in this changing workplace are the ideas of employee empowerment, team development, and the joint optimisation of the technical and social dimensions of the organisation.
(Alder, 1996)An organisation's technical system includes all knowledge and activities used to convert inputs into outputs, and has a major influence on the task structure of a team. (Bandura, 2003) Equally important is the social system, which includes the level of empowerment of team members, team development and training, and other team-related characteristics. (Bandura, 2003) In an effort to provide a better understanding of the variables that can influence team performance, this research examined selected characteristics teams.
Its purpose was to provide guidance that could help managers plan and implement effective team-based dynamics in hotels. AIMThis paper aims to identify and the concept of empowerment as a motivational mechanism, and the impact of leaders empowering and the particular styles of behavior with given focus through luxury hotel environment. Objectiveso An analysis into human resource management, and empowermento The possibility of applying empowerment within organizations and in particular luxury hotelso Recommendations to luxury hotels when implementing empowerment before concluding on the suitability.