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Developing Managers Ability to Empower Employees

Developing Managers Ability to Empower Employees One MNCs attempts to develop empowerment strategies are reviewed.These strategies are based on a crosscultural study of employee needsin the companys Australian, German and Japanese subsidiaries. Althoughthe need to control stands out in each of the three countries, employeeneeds patterns are different. The needs for economic security,belongingness, recognition, selfworth, and control relate with each indifferent configurations and patterns. Because of significantdifferences in employee needs patterns, empowerment strategies enablingemployees to fulfil their need to control cannot be transferred from oneculture to another without major adjustments. In some instances verylittle is needed to empower an employee while in others almost nothingworks. Some light is shed on why, within an MNC, a similar amount ofcontrol over their work and work environments empowers Japanese workersmuch more than their Australian and German counterparts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Developing Managers Ability to Empower Employees

Journal of Management Development , Volume 10 (3): 12 – Mar 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0262-1711
DOI
10.1108/02621719110142887
Publisher site
See Article on Publisher Site

Abstract

One MNCs attempts to develop empowerment strategies are reviewed.These strategies are based on a crosscultural study of employee needsin the companys Australian, German and Japanese subsidiaries. Althoughthe need to control stands out in each of the three countries, employeeneeds patterns are different. The needs for economic security,belongingness, recognition, selfworth, and control relate with each indifferent configurations and patterns. Because of significantdifferences in employee needs patterns, empowerment strategies enablingemployees to fulfil their need to control cannot be transferred from oneculture to another without major adjustments. In some instances verylittle is needed to empower an employee while in others almost nothingworks. Some light is shed on why, within an MNC, a similar amount ofcontrol over their work and work environments empowers Japanese workersmuch more than their Australian and German counterparts.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Mar 1, 1991

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