EMPOWERING HRM (2)

Psychological Empowerment

Psychological Empowerment

Meaning - fit between the work role and the employee’s values and beliefs

Self-determination - having control over the way one does one’s work

Impact - belief that one’s job makes a difference within the organization

Competence - belief that one has the ability to do the job well

E2s

Psychological Approach

ANTECEDENTS/PRECONDITIONS

PSYCHOLOGICALEMPOWERMENT

OUTCOMES/EFFECTS

Antecedents of EmpowermentCATEGORY FACTORS EXAMPLE OF RESEARCHERS

INDIVIDUAL

EducationTenureOrganisational rank Self-esteem Role ambiguityConcern for performance

Spreitzer (1996) Koberg et al (1999)Koberg et al (1999)Koberg et al (1999) Spreitzer (1995b)Spreitzer (1996)Siegall and Gardner (2000)

PEER/GROUP

Peer helping behaviourTeam workGroup effectivenessWorth of group

Corzum and Enz (1999)Siegall and Gardner (2000)Koberg et al (1999)Koberg et al (1999)

MANAGER/ LEADERCommunicative Approachability Span of control

Siegall and Gardner (2000)Koberg et al (1999)Spreitzer (1996)

JOBJob autonomyJob meaningfulnessTask feedback

Kraimer et al (1999)Kraimer et al (1999)Kraimer et al (1999)

ORGANISATIONAL ENVIRONMENT

Unit sizeSocio-political support Supportive ClimateParticipative climateAccess to InformationGeneral relation

Spreitzer (1996)Spreitzer (1996)Corzum and Enz (1999)Spreitzer (1996)Spreitzer (1995b), 1996)Siegall and Gardner (2000)

EXTERNAL Supportive customer Corzum and Enz (1999)

Outcomes of Empowerment

EFFECTS OF EMPOWERMENT

EXAMPLE OF RESEARCHERS

Job Satisfaction Spreitzer et al (1997), Fuller et al (1999), Koberg et al (1999)

Effectiveness Spreitzer (1995a, 1995b), Spreitzer et al (1997), Koberg et al (1999)

Innovative behaviour Spreitzer (1995a, 1995b), Spreitzer et al (1999)

Career intention Kraimer et al (1999)

Organisational commitment Kraimer et al (1999), Koberg et al (1999)

Positive leadership traits Spreitzer et al (1999), Fuller et al (1999)

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Criticisms on Psychological Approach

merely a cognitive or intrapersonal construct (where is intrapersonal or behavioral)

Empowerment becomes a mind game (where is the real power)

a static personality trait instead of a more dynamic contextually driven construct

perceptions and not objective variables single perspective (ex: managers)

HR Perspective

HR Perspective

‘There is a broad agreement that the term refers to the enhancement of certain agents’ capacity to take decisions, but there is considerable disagreement over: what this ‘capacity’ refers to, in what way it is ‘enhanced’ and to which ‘decisions’ and ‘agents’ it’ applies (Hales, 2000)

Bowen and LawlerHigh-involvement management practices that push down:

Create in employees an empowered state of mind in which they feel:

That leads to these positive results:

PowerQuality circles, job enrichment, self-managed teamsInformationCustomer feedback, unit performance data, data on competitorsKnowledgeSkills to analyse business results, groups process skillsRewardsPay tied to service quality, individual and group pay plans

More personal control over how to perform the job

More awareness of the business and strategic context in which the job is performed

More accountability for performance outcomes

Satisfied employees motivated to perform

Satisfied, even delighted, customers

Organisations that enjoy the returns from customer satisfaction and retention

Contingencies of Empowerment

ContingencyProduction line

approachEmpowerment

approach

Basic business strategy

Low cost, high volume

Differentiated, customised, personalised

Tie to customer TransactionRelationships, long time period

TechnologyRoutine, simple

Non routine, complex

Business environment

Predictable, few surprisesUnpredictable, many

surprises

Types of people

Theory X managers, employees with low growth needs, low special needs, and weak interpersonal skills

Theory Y managers, employees with high growth needs, high social needs, and strong interpersonal skills

Criticisms of HR Empowerment Little empirical supports Fairy tales: fail to address real problems are

tackled in real organizations ambiguous, contrasting, and competing

definitions methodological weaknesses apolitical assumption on organisation genuine objectives of empowering employees disappointing impacts of empowerment

Tugas

Kritik pemikiran Byham tentang “pemberdayaan SDM”