Essays on Positive Impacts of Employee Empowerment Coursework

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The paper "Positive Impacts of Employee Empowerment" is a perfect example of business coursework.   Organizations exist to achieve objectives and goals set. Due to the dynamism experienced in the business environment, organizations ought to be innovative to remain relevant and enjoy a competitive advantage. Innovation thrives in an environment where new ideas are allowed to flow. One aspect of allowing new ideas flow into the organization is through employee empowerment. According to Kumar, Sahoo, & Das (2011),   employees empowerment as a philosophy believes in the enrichment of peoples’ or employees’ jobs, thereby giving them the power to exercise control and be in a position of taking responsibility of their own outcomes. Employee empowerment brings about satisfaction and motivates employee towards the achievement of the organization objectives, consequently generating to increased productivity.

Employee empowerment is not only limited to sharing power but also entails management offering a listening ear to the employees and creating an avenue where their grievances are aired or addressed. This essay, therefore, seeks to critically analyze the role employee empowerment plays in the achievement of organizational objectives Employee empowerment Employee empowerment revolves mostly around the issue to do with power and control, where employee empowerment was seen and considered a management function and technique used to motivate employees by delegating power.

According to Ashcraft and Kedrowicz (2002), employee involves enabling power relations through management processes that encourage or rather favor competence and control. Conger and Kanungo (1988) assert that employee empowerment was ideally reflected in power such that those who were given more power were likely to perform better and achieve desired outcomes. Empowerment is a form of motivation that is intrinsic in nature ad involves positive experiences that an employee obtains or derives from performing a given task.

Through employee empowerment, employees in an organization feel motivated and connected to the organization. Empowerment help employees work towards the achievement of organization goals. According to Kumar, Sahoo, & Das (2011), employee empowerment can happen in many ways without necessarily giving employees more power. Kumar, Sahoo, & Das (2011) asserts that employee empowerment can happen and be improved by giving employees a listening ear and the management is responsive to problems affecting their day to day operations.

Additionally, providing employee training, encouragement from both the management and fellow employees and allowing employee freedom to access relevant information are some of the acts that can be done to employees to achieve empowerment. As is often the case in most organizations, the empowerment that is effective, practical and of good quality always begins from the top management. Employee empowerment is one of the most powerful tools that contribute to the achievement of organization objectives; and as Kumar, Sahoo, & Das (2011) put it, “ employee empowerment changes an organization’ s model, whether it can be a restructuring or change in job responsibilities” .

Therefore, the top management should be responsible for developing, building accordingly implementing policies regarding employee empowerment. Positive impacts of employee empowerment Increased employee trust and commitment Organizations are established to achieve set goals and objectives. According to Ramesh, Kumar, & Martin (2014), the achievement of the organization’ s objectives is a measure of success. To ensure that an organization achieve its goals, it is important that its employees feel motivated. In an organizational setup, the management should create an environment where trust and commitment are allowed to thrive.

Employees should be committed towards the achievement of objectives and therefore achieve this goal, employees should be empowered. Therefore, employee empowerment contributes to the heightened trust and commitment in an organization.

References

Baird, K., & Wang, H. (2010). Employee empowerment: Extent of adoption and influential factors. Personnel Review, 39(5): 574–599.

Conger, J. A. & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3): 471–482.

Fernandez, S. & Moldogaziev, T. (2013). Employee empowerment, employee attitudes, and performance: Testing a causal model. Public Administration Review, 73(3): 490–506.

Kazlauskaite, R., Buciuniene, I., & Turauskas, L. (2011). Organizational and psychological empowerment in the HRM‐performance linkage. Employee Relations, 34(2): 138–158.

Kemal, M., Demġrcġ, & Erbaġ, A. (2010). Employee empowerment and its effect on organizational performance. Retrieved 14th Dec. 2016 from http://eprints.ibu.edu.ba/200/1/ISSD2010_Economy_Management_p142-p146.pdf

Kosar, R., Object, object, & M. Mehdi Raza Naqvi, S. (2015). Psychological empowerment and employee behaviors: Employee engagement as mediator and leader-member exchange as moderator. JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING, 1(6): 24–30.

Kumar, C., Sahoo, & Das, S. (2011). Employee empowerment: A strategy towards workplace commitment, 3(11): 46–54. Retrieved 14th Dec. 2016 from http://www.iiste.org/Journals/index.php/EJBM/article/viewFile/714/613

Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2): 573–596.

Pradhan, P., Kamlanabhan, T. J., Thulasiraj, R. D., & Muraleedharan, V. R. (2014). Employee empowerment. Journal of Multidisciplinary Research in Healthcare, 1(1): 53–62.

Ramesh, R., Kumar, S. K., & Martin, S. (2014). Role of employee empowerment in organizational development, 8(2): 1241-1245. Retrieved 14th Dec. 2016 from http://www.ijsrm.in/v2-i8/15%20ijsrm.pdf

Tjosvold, D., Wong, A. S. H., & Feng Chen, N. Y. (2014). Constructively managing conflicts in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 1(1): 545–568.

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