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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$$
&! "o0* "e# emo3&+ /. /o" om&+o*&!#$&"#o!&+ p&'"#'e$ &! #!om&+ "e'!#40e$ opo3##!* e-'&'. #!om&"#o!(Co!*e &! K&!0!*o5 16778 9:9);
18 @7@)
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Empoweme!" #$ (>&)
Empowerment:
sharing power in such a
way that individuals learn
to believe in their abilityto do the job!
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Empoweme!" #$ (>/) M!* emp+o.ee$ 0++ p&"!e$ #! "e
decision-making process &! *#3#!*
"em "e !e'e$$&. "oo+$ &! ew&$ Powe #$ 3#ewe &$ &! 0!+#m#"e e$o0'e; T"#o!&+ &0"o#"&! m&!&*e$ ee+
"e&"e!e;
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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$$ "o &! 'o!"o+ o3e "o$e e$o0'e$(Co!e++ Empoweme!" Go0p5 16765 '#"e #! Pe#!$ &!
#mmem&!5 1668@6)
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Empoweme!" #$ (9) &! &ppo&' o &+"e!&"#3e e3e+opme!" "&"
#$ 'e!"e o! peop+e &! "e# e!3#o!me!"&"e "&! po0'"#o! &! po2" #! "em!$"e&m e'o!om#' p&*m
F#em&! (166>);
/o""om,0p $o'#&+ mo/#+#$&"#o! #! $o'#e". &$& '&++e!*e "o e*emo!#' #!"ee$"$ w#"#!"e $"&"e &! "e m&e";
(Mo&! &! S"oe5 >);
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Co!'ep" De3e+opme!", wop+&'e 'o!"e" ,
Period Influential scholars Central Contributions
1920s-1950s
Marry Parker Follet vsTaylorism
Theory of co-power to overcome theempowerment - disempowerment dualism
rdway Tead !"tension of #merican democracy toworkplaces
!lton Mayo $uman %elation &chool
19'0s-19(0s
$er)*er+ ,o* enrichment
Mcre+or Theory .-/
anter 19(( !mpowerin+ strate+y for mar+inal +roups inworkplace
1930s-1990s
Peters and 4aterman 1932 Productivity throu+h people autonomy andentrepreneurship
4alton 1935 Transformation from control to commitmentstrate+y
6lock 193( !mpowered mana+ement as alternative topatriarchal mana+ement
&tewart 7le++ 7ircularity of power
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D#me!$# Pem/e&.&&!
(1)
PSYCHOLOGICAL STCTAL
Co!"e!"
"#$%owered
"Passive"Power&ul &eelin'
"#$%owerin'
"Active"Power Sharin'
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D#me!$# Pem/e&.&&!
(>)
TOP()O*+ ,OTTO-(P
Po'e$$
"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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