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Essay / Research Paper Abstract
A 10 page paper begins with a description of empowerment and reports some of the vast literature on the topic of employee empowerment. One point made is that employees may not have the confidence or esteem to become more autonomous and managers may have to build their self-esteem first. Examples of how some companies have empowered their employees are provided. Bibliography lists 10 sources.
Page Count:
10 pages (~225 words per page)
File: MM12_PGempr.rtf
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Unformatted sample text from the term paper:
seems so obvious, it should not need to be said: "empowerment as a management initiative has only succeeded when the subjects of empowerment feel empowered" (2001, p 121). Perhaps it
needs to be said, though, because it is possible for managers to have processes in place that seem to empower employees but from which employees do not feel empowered, they
do not feel any sort of "personal efficacy" and/or they do not think or fee they "have skills and can exercise those skills undertaking tasks that they care about" (Lashley,
2001, p. 121). Empowerment then, is not just being given a certain amount of decision making autonomy; it is more. Corsun and Enz describe empowerment as "meaningfulness, influence, and self-efficacy"
(1999, p. 205). "believes she or he can, through self-determined behavior, affect organizational results" (Corsun and Enz, 1999, p. 205). Empowerment also means the employee feels competent, in other words,
they have a feeling of self-efficacy (Corsun and Enz, 1999). Ones feeling of self-efficacy is directly related to how competent they feel to do their job successfully (Corsun and Enz,
1999). The last component in empowerment is a sense of meaningfulness, meaning that the employee believes their work is meaningful, that it matters and has an effect on the performance
of the organization (Corsun and Enz, 1999). Meaningfulness also means that the employee cares about what they are doing (Corsun and Enz, 1999). Corsun and Enz summed up empowerment
in this way: "An empowered person views the goals and objectives associated with her or his work activity as consequential. These three dimensions, personal influence, self-efficacy, and meaningfulness, are the
critical components of an empowered worker" (Corsun and Enz, 1999, p. 205). These authors also report that the dimensions of empowerment, self-efficacy, autonomy, and meaningfulness, have been shown through research
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