5 psdm empowerment

7/21/2019 5 PSDM Empowerment

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EMPOWERING HRM (1)


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WHAT IS EMPOWERMENT?


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WHAT IS THE PIG ?


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DISCUSSWHAT IS EMPOWERMENT


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LOOKING FOR DEFINITIONS?


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Empoweme!" #$ (1) %& po'e$$ o e!&!'#!* feelings o $e+,e-'&'.

&mo!* o*&!#$&"#o!&+ mem/e$ "o0* "e#e!"#2'&"#o! o 'o!#"#o!$ "&" o$"e powe+e$$!e$$

&! "o0* "e# emo3&+ /. /o" om&+o*&!#$&"#o!&+ p&'"#'e$ &! #!om&+ "e'!#40e$ opo3##!* e-'&'. #!om&"#o!(Co!*e &! K&!0!*o5 16778 9:9);

18 @7@)


7/15

Empoweme!" #$ (>&)

Empowerment:

sharing power in such a

way that individuals learn

to believe in their abilityto do the job!


8/15

Empoweme!" #$ (>/) M!* emp+o.ee$ 0++ p&"!e$ #! "e

decision-making process &! *#3#!*

"em "e !e'e$$&. "oo+$ &! ew&$ Powe #$ 3#ewe &$ &! 0!+#m#"e e$o0'e; T"#o!&+ &0"o#"&! m&!&*e$ ee+

"e&"e!e;


9/15

Empoweme!" #$ (B) & po'e$$ /. w#' peop+e *! 'o!"o+ o3e

"e# +#3e$5 emo'&"#' p&"#'#p&"#o! #! "e +#eo "e# 'omm0!#".

(R&pp&po"5 1671 '#"e #! Pe#!$ &! #mmem&!5 1668@6);

&! #!"e!"#o!&+ o!*o#!* po'e$$ 'e!"e #! "e+o'&+ 'omm0!#".5 #!3o+3#!* m0"0&+ e$pe'"5'#"#'&+ ee'"#o!5 '!*5 &! *o0pp&"#'#p&"#o!5 "o0* w#' peop+e +&'#!* &!e40&+ $&e o 3&+0e e$o0'e$ *! *e&"e&''e$$ "o &! 'o!"o+ o3e "o$e e$o0'e$(Co!e++ Empoweme!" Go0p5 16765 '#"e #! Pe#!$ &!

#mmem&!5 1668@6)


10/15

Empoweme!" #$ (9) &! &ppo&' o &+"e!&"#3e e3e+opme!" "&"

#$ 'e!"e o! peop+e &! "e# e!3#o!me!"&"e "&! po0'"#o! &! po2" #! "em!$"e&m e'o!om#' p&*m

F#em&! (166>);

/o""om,0p $o'#&+ mo/#+#$&"#o! #! $o'#e". &$& '&++e!*e "o e*emo!#' #!"ee$"$ w#"#!"e $"&"e &! "e m&e";

(Mo&! &! S"oe5 >);


11/15

Co!'ep" De3e+opme!", wop+&'e 'o!"e" ,

Period Influential scholars Central Contributions

1920s-1950s

Marry Parker Follet vsTaylorism

Theory of co-power to overcome theempowerment - disempowerment dualism

rdway Tead !"tension of #merican democracy toworkplaces

!lton Mayo $uman %elation &chool

19'0s-19(0s

$er)*er+ ,o* enrichment

Mcre+or Theory .-/

anter 19(( !mpowerin+ strate+y for mar+inal +roups inworkplace

1930s-1990s

Peters and 4aterman 1932 Productivity throu+h people autonomy andentrepreneurship

4alton 1935 Transformation from control to commitmentstrate+y

6lock 193( !mpowered mana+ement as alternative topatriarchal mana+ement

&tewart 7le++ 7ircularity of power


12/15

D#me!$# Pem/e&.&&!

(1)

PSYCHOLOGICAL STCTAL

Co!"e!"

"#$%owered

"Passive"Power&ul &eelin'

"#$%owerin'

"Active"Power Sharin'


13/15

D#me!$# Pem/e&.&&!

(>)

TOP()O*+ ,OTTO-(P

Po'e$$

"To%.s discretion

"Given

",otto$.s ri'hts

"Ta/en


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Comparison acrossDisciplines

Organisational

Behaviour

Human Resource

Management

Community

Psychology Politics

Focus psycholo+ical mainlyco+nitive

structural andpsycholo+icalmostly structural

psycholo+ical andstructural

structural

Process top-down mana+ement

discretion

top-down

mana+ementdiscretion

*ottom-up taken not

+iven

*ottom-up8+rass

root approaches

Mechanism enhance powerfulfeelin+ sense ofmeanin+ competenceself-determination

impact

transfer ofpower8discretion indecision makin+throu+h direct

involvement fromemployee su++estionto self mana+ement

participation incommunityor+anisationscollective decision-

makin+ and sharedleadership collectiveaction to access+overnment and othercommunity resources

involvement insocially and

politically relevantactions such as

votin+ politicallo**yin+ andaccess to *ases of

production:

Main*eneficiaries

employee employee mem*er powerlessindividual8+roup in

society

citi)en the poor


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T.po+o*. o empoweme!"

Psycholo'ical0

-otivational

Structural0

elational

Or'anisational

Psycholo'y0

,ehaviour

H-

Co$$unity

Psycholo'y Politics

To%(down0

Su%erordinate

discretion

,otto$(u%0

Subordinate

ri'hts

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