Question

There are certain obstacles for employee empowerment? Discuss them and suggest alternate solutions that can be implemented in a cross cultural organization with some examples of empowerment practices in UK.

Answer 1

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Employee empowerment is the method of enabling staff to make their own choices and involve staff to help create choices that influence the business as a whole. The upside to empowerment is that you get a population of employees who are closely engaged in the company's achievement. However, worker empowerment is also connected with many difficulties. The following are some of the major obstacles for employee empowerment:

Insufficient training — When executives are carried out of the daily decision-making process for empowered staff, it becomes essential to raise the quantity of training for staff in order to help reinforce the skill set of each individual. In an empowered setting, a absence of training can generate circumstances in which staff work on intuition rather than on business policy.

Reluctant Managers — The difficulties may come from the managers in some empowered settings. Some executives may not feel that their staff are sufficiently skilled to manage an empowered workplace, and those executives will still retain an employee-manager business model that may interfere with employee empowerment model implementation.

Message Disconnect — While empowering a workforce promotes staff to think alone, by creating distinct messages from distinct staff, it can generate chaos. What can work for one worker may not be efficient for another, and you wind up with pieces of individual messages instead of creating a cohesive business message.

Organizational Structure Breakdown — As staff gain more trust in an empowered setting, they start to feel that they can make more important choices. Managers need to develop clear empowerment rules or risk the chance of breaking down the hierarchy within the organizational structure, making it hard for them to retain control over their staff.

The following are some of the best practices that are noted from the perspective of UK:

• For empowering employees they should be involved in the process of decision making, However, there are various degrees of employee participation in making decisions. This varies from merely asking employees what they think in general meetings to treating the employees as business people.
• Employees should be responsible and authorized to break the laws to provide outstanding service and complete customer satisfaction. "Breaking the law," however, does not support doing anything unethical or illegal. It promotes the need to alter habit patterns, break familiar rhythms, and transform those patterns, rhythms, and anchors that have somehow developed into' regulations.'
• Employees should decorate their own workplace, Given the importance both of the work place layout and of making employees feel that they belong.
• Employees should set and monitor their production goals, If organizations tend to allow staff to take part in decision-making, be responsible for their own practice, and be accountable for the outcomes of their job, it seems natural that they should set their own manufacturing objectives. Certain criteria need to be in place, of course, as all objectives should be in line with the general organizational objectives, and in some instances physical constraints such as machine ability and financial batch sizes exist in manufacturing organizations.
• Employees should decide when to start and finish work, Again, if there were no physical limitations for this flexibility and if all employee goals were aligned with organizational goals, the only effect of applying this concept would be added freedom and increased productivity, particularly in the case of knowledge workers, according to the proponents of the idea. Organizations also now support staff taking time off job to' create time for private lives' to decrease employee turnover.
• Employees should be free to dress as they please.

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