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Using empowerment to turn employees into entrepreneurs ‐ an internalization too far?

Using empowerment to turn employees into entrepreneurs ‐ an internalization too far? Argues that empowerment programmes aim at inducing “entrepreneurial” behaviours and attitudes in employees, and that this aim ignores a fundamental internal inconsistency. Further, the traditional structure of formal organizations excludes a number of the conditions necessary to sustain such behaviour. Poor or diminished job security, the absence of real ownership stakes for employees, the continued power of formal authority, all militate against the objectives of true empowerment. In addition, the lack of adequate “reality‐testing” mechanisms for internal communications puts organizations seeking to reap the benefits of an empowered culture in a difficult and possibly dangerous position. Uses evidence from senior HR/OD executives in organizations which have introduced empowerment to substantiate the claims made. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Training for Quality Emerald Publishing

Using empowerment to turn employees into entrepreneurs ‐ an internalization too far?

Steve Minett; Steve Ellis
Training for Quality , Volume 5 (2): 6 – Jun 1, 1997
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6 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0968-4875
DOI
10.1108/09684879710167665
Publisher site
See Article on Publisher Site

Abstract

Argues that empowerment programmes aim at inducing “entrepreneurial” behaviours and attitudes in employees, and that this aim ignores a fundamental internal inconsistency. Further, the traditional structure of formal organizations excludes a number of the conditions necessary to sustain such behaviour. Poor or diminished job security, the absence of real ownership stakes for employees, the continued power of formal authority, all militate against the objectives of true empowerment. In addition, the lack of adequate “reality‐testing” mechanisms for internal communications puts organizations seeking to reap the benefits of an empowered culture in a difficult and possibly dangerous position. Uses evidence from senior HR/OD executives in organizations which have introduced empowerment to substantiate the claims made.

Journal

Training for Quality – Emerald Publishing

Published: Jun 1, 1997

Keywords: Communications; Employees; Empowerment; Entrepreneurs; Individual behaviour; Job security

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