MM Bagali, PhD in emPOWERment, empowerment, HRM, HRD, Research, OB, OD,

2. The Making of an Empowered Workforce: Demystifying a Case of Practising Indian Organization [A Study of Polyhydron Private Limited, Belgaum] M M Bagali, PhD Dean-MBA programme Professor of SHRM New Horizon College of Engineering / Marathalli / Outer Ring Road Bangalore 560 087 / Karnataka State / www.newhorizonindia.edu (A Five Star NACC Accredited) Research Student, Management Studies Kousali Institute of Management Studies (KIMS), Karnatak University, Dharwad, Karnataka State

9. 85 research work

11. Theoretical and Conceptual framework E M POWER M E N T em-pow-er-ment (im-pau [-] r-ment) Oxford English Dictionary says, to empower is “ to authorize, to enable” Rosabeth Moss Kanter (1977) Professor at Harvard Business School, Ernest L. Arbuckle Professorship “ giving power to people who operate at an advantage in the organization success” Bowen and Lawler (1992) Director, the Centre for Effective Organization, University of Southern California, “ Complete Power to make decisions that influence organizational direction and performance”

13. characteristics of empowered organization shared responsibility individual accountability flat organizational hierarchy autonomous work teams high belief and trust leadership at all levels climate of collaboration atmosphere of openness freedom from all conditions for empowerment Power to act Participation at all levels Way for innovation Transparency in organizational activities Accountability for one’s action Right kind of leadership Autonomy to work Way to release extra energy Proper recognition and appreciation Climate of trust and faith A learning culture

16. participation Total 73 Responded 60

18. data collection Pre Pilot Observation Observed the System Questionnaire Administered Case-by-Case discussion Discussion with CEO Pooling all the responses The format of Data collection from Employees

22. changed workplace empowerment@work: the making of an empowered workforce Conventional Present Do what is told Do what is required Liberty misused Liberty made use to fullest extent Not my job attitude Its everyone's job Commitment level low High commitment Boundary defined No Boundary Lack of scope for improvement High scope for improvement Various committees / councils Never a designated committee Trust level low Trust is core Supervised work No Supervision Freedom restricted More freedom / liberty Closed behavior Transparent behavior Apply for leave / off Decide on leave / off

26. [email_address] My door is open to you Let us all discuss on the idea Your problem / issue is our concern Let us join hands together Kindly teach me the new technique Let us all announce your achievement

34. thank you sanbag@rediffmail.com / [email_address]

37. Yoon, Jeong (2001).“The role of structure and motivation for workplace empowerment: The case of Korean employees”, Social Psychology Quarterly, 64 (2); pp. 195 – 206 Yoon, Jeong, Professor of ob and hr, AJOU university, South Korea

38. 2003, September Presentation to Senior HR Managers, of SHRI on Empowerment , part of present work

39. Polyhydron Mission We will nurture an Ethically Managed Organisation. We will not exploit our Customer, Employees, Suppliers, Government, Society and Nature Polyhydron Vision We will create an island of Excellence through focus on Customer, Employee Empowerment and continuous improvement.

40. PPL