In today’s marketplace it is more important than ever to implement employee empowerment policies in order to keep a competitive advantage. An empowered employee feels in control of their position, as well as a valued member of their organization. These employees have a sense of job enrichment which creates a more productive work environment for them, as well as their coworkers. Employee empowerment is a way to allot power in the company while raising productivity and creating job fulfillment in the organization. This helps to offer some valuable advantages to the organization and lowers the employee turnover rate (Korkmaz, 2012).
There are many different ways a company can increase employee empowerment. A few important examples are by allowing for a large degree of autonomy, creating jobs with significance and areas for future advancement, giving and receiving employee feedback, and having a competitive benefit and compensation program for employees. These enrichment techniques will help to improve productivity, create higher employee morale, relieve some of the pressure on management, and help to recruit high-skilled individuals for employment (Gerhart, Hollenbeck, Noe, 2011). The most important technique with regards to employee enrichment is Autonomy, which is adding more freedom in the decision making ability an employee holds. This is a great way to empower an employee. Two examples of this would be giving an employee the ability to decide the best process for creating a project, rather than instructing them on definite steps to take.
One may also receive the authority to handle customer complaints. These critical thinking practices will make an employee much more involved in their position, while helping to relieve management of the constant supervision of less important tasks (Hardré & Reeve, 2009). Another effective method would be creating a position which conveys a sense of importance, as well as having the possibility for promotion. This is a great way to create a long lasting relationship with an employee, while also encouraging them to strive for future advancement. Stressing the importance of the job at hand will motivate the employee, while giving them a greater sense of pride in the position they hold. This could be demonstrated by getting the employee involved in the bigger picture of what a company is trying to accomplish (Gerhart et al, 2011).
Another technique with regards to employee enrichment is giving and receiving employee feedback. This action helps to motivate the employee by constructing positive reinforcement on the favorable aspects of their performance. This aids in guiding the employee with direct future expectations and goals, while also verbally rewarding them for their positive characteristics. This is a very motivating, yet cost effective technique that will benefit both the employee and the company. By also allowing the employee to give feedback regarding management and production, the employee gains a feeling that their opinion is meaningful and beneficial to the operations of the company(Harms & Roebuck, 2010).
The last example for creating employee empowerment is to have a competitive benefit plan for employees. Along with some of the benefits included in a standard plan, some examples of benefits that empower employees could include letting an employee create their own schedule, giving extra time off for meeting certain requirements, and the ability to choose certain assignments over others. Other ways to empower employees through benefits would be to allow each member to pick and choose what benefits are right for them based on their specific lifestyles. (Gerhart et al, 2011).
Empowering employees is an important aspect for any company. There are many enrichment techniques that can be implemented to improve productivity, raise employee morale, and recruit high skilled employees for future success. By applying these techniques, management gives their company the competitive advantage over the rest, while creating long lasting relationships with their employees.
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413-431. Korkmaz, O. (2012). Differences in Employees’ Perception of Employee Empowerment Practices. European Journal Of Social Science, 34(1), 43-57.