4. Is any process that provides
greater autonomy to employees
through sharing of relevant
information and the provision of
control over factors affecting job
performance.
EMPOWERMENT
5. It helps remove the conditions that cause
powerlessness while enhancing employee
feeling of self-efficacy.
EMPOWERMENT
Authorizes employees to cope with
situations and enables them to take
control of problems as they arise.
6. EMPOWERMENT
Five broad approaches to
empowerment:
1) Helping employees achieve job mastery
2) Allowing more control
3) Providing successful role models
4) Using social reinforcement and persuasion
5) Giving emotional support
7. It is the mental and emotional
involvement of people in group
situations that encourages them to
contribute to group goals and share
responsibility for them.
PARTICIPATION
10. PARTICIPATION
IDEAS (Motivation to contribute)
- Employees are empowered to release their
own resources of initiative and creativity
toward the objectives of the organization.
- it improves motivation by helping employees
understand and clarify their paths towards
goal.
11. PARTICIPATION
Acceptance of Responsibility
- participation encourages people to accept
responsibility in their group’s activities.
- When we talk about their organization, they
begin to say “we” not “they”.
- When they see a job problem, it is “our”, not
“theirs”.
13. Two views of Power and
Influence
Is a fixed amount Is a variable amount
Autocratic View
Power
Participative View
Power
Comes from the
authority structure
Comes from people
through both official
and unofficial
channels
Is applied by
management
Is applied by shared
ideas and activities
in group
14. Adequate time to participate
Prerequisites for Participation
Potential benefits greater than cost
Relevance to employee interests
Adequate employee abilities to deal with the
subject
Mutual ability to communicate
No feeling of threat to either party
Restriction to the area of a job problem
15. - When employees want more participation
than they have, they are “participatively
deprived”.
- When they have more participation than
they want, they are “participatively saturated”
16. Be fully responsible for their actions and their
consequences
Responsibilities of employees and
Managers
Operate within the relevant organizational
policies
Be contributing team members
Respect and seek to use the perspective of
others
Be dependable and ethical in their empowered
actions
Demonstrate responsible self-leadership
17. Participation tends to improve motivation
because employees feel more accepted by
their employer and more actively involved in
the situation.
Benefits of Participation
Once the organizational culture is changed,
then the system as a whole becomes more
effective.
18. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
They listen actively and empathetically.
They engage in introspection to understand
better their own attitudes and feelings.
They treat others with respect, as equals
19. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
They admit mistakes, confess their own
vulnerability, and ask for help from others.
They seek to engage in dialogue and often
paraphrase to ensure understanding.
They affirm the worth and contributions of
each participant.
20. SERVANT LEADERSHIP
Several key behaviors of a servant leader:
They are willing to admit mistakes and ask for
help.
They build trust by articulating their values and
acting consistently with them.
They place great emphasis on helping other
people succeed.