PROJECT REPORT ON EMPLOYEES EMPOWERMENT OF HUMAN RESOURCE MANAGEMENT

SUBMITTED TO (IN PARTIAL FULFILLMENT OF MBA(2ND SEM)

SUBMITTED TO: Ms. PARDEEPIKA (ASSISTANT PROFESSOR)

SUBMITTED BY: SAHIL(Roll NO. 1) HARSIMRAN(Roll No.2) SPARSH(Roll No. 3) SIDHANT(Roll No. 4) SAURAV(Roll No.5)

UNIVERSITY SCHOOL OF MANAGEMENT(USM) KURUKSHETRA UNIVERSITY, KURUKSHETRA-136119

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INDEX
TOPIC
Meaning of Employee Empowerment Inhibitors of Empowerment Suggestion systems 1 Suggestion systems 2 Achieving full participation of employees How to recognize empowered employees? Empowerment Important ways to empower employees Job Enrichment and furnish feedback Empowerment requires changes Implementing empowerment changes

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MEANING OF EMPOWERMENT:
The term empowerment covers a vast landscape of meanings, interpretations, definitions and disciplines ranging from psychology and philosophy to the highly commercialized self-help industry and motivational sciences.

MEANING OF EMPLOYEE EMPOWERMENT:

Employee empowerment is a strategy and philosophy that enables employees to make decisions about their jobs. Employee empowerment helps employees own their work and take responsibility for their results. Employee empowerment helps employees serve customers at the level of the organization where the customer interface exists. It could also be defined as controlled transfer of authority to make decisions and take actions. Need of employee empowerment Successful implementation of empowerment requires change in corporate culture. RATIONALE OF EMPLOYEE EMPOWERMENT: 1). An aspect of working smart in the organization to achieve the organizational objectives. 2).Empowerment is the key to motivate the employees according to their need and productivity effectively & efficiently. 3). It enables a person to develop personally and professionally to create a proper balance between them.

INHIBITORS OF EMPOWERMENT:
Resistance from employees and unions Resistance from Management Insecurity Personal Values Ego Management Training Personality Charateristics of Managers Exclusion of Managers Workforce Readiness Organisational Structure and Management Practices

MANAGEMENTS ROLE EMPOWERMENT :

IN

EMPOWERMENT

AND

IMPLEMENTING

Managements Role: In management its role is depend on

Commitment Leadership Facilitation

Implementing Empowerment by

Development of suggestion systems Considering the Employees Point of View Putting vehicles in place o Brainstorming o Normal Group Technique o Quality Circles o Suggestion Boxes o Walking & Talking

SUGGESTION SYSTEMS-1
Managements Role Establishing Policy Setting up the System Promoting the suggestion system Evaluating and implementing suggestions Rewarding employees Improving the system.. Improving suggestion processing Improving individual suggestions o Problem identification o Research o Idea development

SUGGESTION SYSTEMS-2
Evaluating Suggestions Though employees make suggestions, final analysis is still to be made by manager. Thus,establish a formal rating system for evaluating suggestion systems. Handling Poor Suggestions Listen carefully Express appreciation Carefully explain your position Encourage feedback Look for compromise

ACHIEVING FULL PARTICIPATION OF EMPLOYEES: Employees full participation can be achieved by doing the following activities
Removing hidden barriers Negative behavior Poor writing skills Fear of rejection Inconvenience Encoraging new Employees Coaching Reluctant Employees Assess Investigate Match Choose Manage

HOW TO RECOGNISE EMPOWERED EMPLOYEES ?

Empowered employees can be recognize by the following activities: Taking initiative by the employees by accept the new job Identifying opportunities in the assigned job Thinking critically that helps in improving good decision making Building harmony among all the employees

EMPOWERMENT
Empowerment includes Avoiding Traps: Defining power as discretions and self-reliance Failing to properly define Empowerment for mangers and supervisors Assuming employees have the skills to be empowered Getting impatient making the transiton from traditional aaproach Beyond Empowerment

Empowerment doesnt includes Turning the company over to the employees Less supervision of employees Doing away with all organization structure Tricking employees into working harder A rehash of: Quality circles Participative management Job enrichment Flattening organizational structures

Empowering workers will not lead to the following :

Result in less work Make anyone's job easier Solve all of the problems at work Eliminate the need for managers and supervisors End all conflicts Make everyone happy

Empowering workers might leads to the following :

Increase employee satisfaction Raise productivity (30% average) Strengthen Commitment To The Job & The Organization Increase Individual Effort Toward Organizational Goals Heighten Employee Motivation Improve Quality

SOME IMPORTANT ASSUMPTIONS OF EMPLOYEES EMPOWERMENT

Workers are not lazy, they really want to make a contribution Workers want more than money Workers have many talents, skills, and ideas that go unused by employers In today's highly competitive global economy, companies can no longer afford to waste their valuable human resources A major challenge is to find ways of better utilizing all of our human resources A better use of human resources (empowerment) requires making major changes in how companies go about their business

IMPORTANT WAYS TO EMPOWER WORKERS

INCREASE RESPONSIBILITY The only way people ever grow is to take on new and more challenging projects DELEGATE AUTHORITY Workers must be given sufficient authority to fulfill the responsibilities assigned them. SET STANDARS OF EXELLENCE Workers want to do well and will strive to meet expectations PROVIDE TRAINING AND DEVELOPMENT Workers must acquire the requisite skills to perform SUPPLY INFORMATION Information is power to act and perform.

JOB ENRICHMENT
Job enrichment aims to redesign jobs to be more intrinsically rewarding. Certain job characteristics help managers to build enrichment into jobs. These characteristics (summarized in Exhibit 1) include: Skill varietyThe various skills needed to perform a given task, where increased skill requirements are associated with increased motivation Task identityThe degree to which employees perceive how their job impacts the overall production of a product or service Task significanceWhether the task is meaningful beyond the task itself AutonomyEmployee discretion over how to perform a task FeedbackInput from peers and supervisors regarding the quality of an employee's work

FURNISH FEEDBACK

No person can correct her/his errors or profit from mistakes without specific and frequent feedback.
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INFORMAL TEAMS

Informal teams are generally formed for social purposes. They can help to facilitate employee pursuits of common concerns, such as improving work conditions. More frequently however, these teams form out of a set of common concerns and interests, which may or may not be the same as the organization's. Leaders of these teams generally emerge from the membership and are not appointed by anyone in the organization.

TRUST
Trust is an essential element of all healthy human relationships, including colleagues in the workplace.

GRANT PERMISSION TO FAIL:

It is only when people have permission to fail that they are willing to try new things and take appropriate risks.

RESPECT:
It is a human nature, to be respected you must give respect similarly a manager must give respect if he is to be respected.

EMPOWERMENT REQUIRES CHANGES

Changes in the organizations culture (i.e., how they do things around here). Changes in mindsets (workers take on a self-managing, accountable approach to their work).

Changes in the way groups of individuals work together focusing on how tasks are completed as well as the tasks themselves.

EMPOWERMENT INVOLVES SHIFTING STRUCTURE

FROM Pyramids Dependency Departments Work Standards Superimposed Individual Performance Appraised Circles Autonomy Project Teams Self-imposed work standards Individual and group Performance Appraisal Individual Performance Rewarded Individual and group Performance Rewarded Information Hoarded Responsibility Delegated Information shared Responsibility ,Authority and Accountability Delegated TO

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EMPOWEREMNT INVOLVES CHANGING RELATIONSHIPS

FROM Chiefs and Indians Decision Makers and Doers Brain and Brawns They and us Experts and Learners VIP and UIP TO Valued Employees Co problem solvers Needed Contributors Team Members VIP

IMPLEMENTING EMPOWERMENT CHANGES

As all the aspects of Employees Empowerment have been studied. Now the main point is how it should be implemented in the organization so that itll be beneficial for both . So some points are discussed as under to implement the Empowerment changes are as follows:

Begin with a vision Make systemic changes Experiment on a small scale Link to current organization needs, problems, or opportunities Become thoroughly informed regarding similar changes enacted during the past 5 years . Have a plan, collect baseline and end results data, establish criteria for judging success Be prepared for objections Develop supportive coalitions Get top management's support Keep top management and other key individuals informed throughout the project

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How Open Is Your Organization To Empowering Changes?

As the changes occur in the organization due to empowerment so now a HR manager should know how open is our organization to Empowering Changes by analyzing the changes for managers as well as for employees

Do Managers Help employees get the job done Initiate inquiry about common ways of thinking Challenge assumptions Encourage risk and experimentation Delegate authority and responsibility Inspire a shared vision by enlisting values, hopes, and dreams Foster a learning environment Promote shared information and collaborative problem solving Model behavior- walks the talk Appreciate diversity of style and behavior Focus on developing people Give carefrontive, not confrontive, feedback and help people learn and grow Encourage self-expression and open discussion of conflict

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Do Employees Take responsibility for actions Speak out about problems and ways to work better Seek to solve problems, not to place blame See network of customer relationships, internal and external Are willing to engage in inquiry about assumptions

Are relationship Characterised By Commitment to collaboration Mutual trust and respect Engagement of others in decisions Shared accountability, rewards, and penalties Helpfulness to each other Communication of all relevant information Cross-departmental learning Focus on process and learning

Does the Organisation Culture Reflect Reward systems-Rewards are consistent with organizational values. Shared values-Commonly accepted values are well articulated and widely understood.

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Human-capital focus-Individual high performance (physical, emotional, and spiritual) is developed and maintained. Work autonomy and job flexibility-The organization is responsive to individual life-cycle demands, provides lateral and vertical expansion of skills and contributions, and is committed to mastery of multiple skills.

Commitment to high quality and customer service-The organization pays attention to the marketplace, is flexible in its response, and keeps up a dialogue about needs. Commitment to communication-Information about vision, strategy, and direction is shared within the organization, and employee input is elicited and responded to.

Creation of a community-People feel good about working together.

Effective stress management and career development-People are allowed to practice self-care to avoid burnout and are supported to find resources to grow at work.

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