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dc.contributor.authorBopape, Peter Wilfred
dc.date.accessioned2019-09-25T18:39:35Z
dc.date.available2019-09-25T18:39:35Z
dc.date.created2018-09-14 12:36
dc.date.issued2012-01-25
dc.identifieroai:uj:1953
dc.identifieroai:uj:1953
dc.identifierhttp://hdl.handle.net/10210/4311
dc.identifier.urihttp://hdl.handle.net/20.500.12424/420322
dc.description.abstractM.Comm.
dc.description.abstractThe concept of employee empowerment has been associated with the participation of employees in the decision-making process in organisations. A number of approaches and articles have recently been written to expand and better the concept. Employee empowerment is a strategy that gives an ordinary employee an opportunity to have say in, and contribute to both the internal and external affairs of the organisation. In order for the strategy to be successful, the company executive should also take on the responsibility of ensuring that employees and other stakeholders are committed to the process of empowerment. This report investigates the manner in which employee empowerment could be used as a tool or aid to assist organisations in making better use of employees' thinking skills. The investigation looks into the process that should be followed in the implementation of an employee empowerment strategy. Furthermore, the model investigates affirmative action as a tool that could assist managers and organisations to better understand the concept. The report will also highlight the critical success factors that are important in striving to employee empowerment in an organisation. It will also investigate other available tools that can be used in a successful strategy. The issue of black economic empowerment also pops up as a tool that could empower employees in the process. Lastly, the report recommends guidelines that organisations could follow to succeed. The findings of the study have concluded that employee empowerment could be a powerful tool and is essential for employee development. This model tries to integrate the situational leadership model of Ken Blanchard, Carlos and Randolph with Yen-Yun Lin's conceptual model. The model of Blanchard, Carlos & Randolph looks at the stages that management or organisations should go through before and when engaging in an empowerment strategy. The model follows the situational leadership concept or approach. On the other hand the Yen-Yun Lin model looks into the four key dimensions that are critical in an empowerment strategy, namely empowering leadership, empowering culture, empowering management practices and empowering teams. The model tries to integrate the four dimensions and show the role that they play in the employee empowerment model. The tools developed in this model are a combination of a number of possible tools that could be used in the empowerment process, which I developed. The last part of the model attempts to indicate the beneficiaries of the process and the benefits that could be derived from empowerment. It further looks into how these benefits could impact on the organisation as a whole and their relationship to the process and the key dimensions.
dc.subjectEmployee empowerment
dc.subjectAffirmative action programs
dc.titleEmployee empowerment model : turning ordinary employees into decision-makers in organisations
dc.typeThesis
ge.collectioncodeEC
ge.dataimportlabelOAI metadata object
ge.identifier.legacyglobethics:15265670
ge.identifier.permalinkhttps://www.globethics.net/gel/15265670
ge.lastmodificationdate2018-09-14 12:36
ge.lastmodificationuseradmin@pointsoftware.ch (import)
ge.submissions0
ge.oai.exportid149801
ge.oai.repositoryid99250
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ge.oai.setnameSet of ETDs objects
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ge.setnameGlobeEthicsLib
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ge.linkhttp://hdl.handle.net/10210/4311


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