Part 2

METAS ADVENTIST COLLEGE
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INTRODUCTION
EMPLOYEE EMPOWERMENT
MEANING OF EMPOWERMENT:
The term empowerment covers a vast landscape of meanings, interpretations, definitions
and disciplines ranging from psychology and philosophy to the highly commercialized
self-help industry and motivational sciences.
EMPLOYEE EMPOWERMENT IS A STRATEGY AND PHILOSOPHY THAT
ENABLES EMPLOYEES TO MAKE DECISIONS ABOUT THEIR JOBS.
EMPLOYEE EMPOWERMENT HELPS EMPLOYEES OWN THEIR WORK AND
TAKE RESPONSIBILITY FOR THEIR RESULTS. EMPLOYEE EMPOWERMENT
HELPS EMPLOYEES SERVE CUSTOMERS AT THE LEVEL OF THE
ORGANIZATION WHERE THE CUSTOMER INTERFACE EXISTS.
IT COULD ALSO BE DEFINED AS CONTROLLED TRANSFER OF AUTHORITY
TO MAKE DECISIONS AND TAKE ACTIONS.
Traditional organizations rely on an authoritative culture of subordinates complying to
orders. Workers are given little or no encouragement to display initiative. It therefore
seems clear that within the traditional system there is a stifling of employee potential
and therefore the organizations. It is suggested that there is a need for change to a more
'open' and flatter management/organizational system such as empowerment. However
when looking at road to empowerment and whether it is paved with good intentions the
question we should be asking is who is gaining from empowerment is it the
shareholders, management the workers or is it a combination. It therefore comes down
to whether it is intended for empowerment to create job enrichment or enlargement.

THE PROCESS OF GIVING AN EMPLOYEE SIZABLE CONTROL OVER THE
PROCESSES, ENVIRONMENT, AND/OR PRODUCTS THAT ARE AFFILIATED
WITH HIS OR HER RESPECTIVE EMPLOYMENT.

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EMPOWERMENT IS THE PROCESS OF SUPPORTING AND ENCOURAGING
THE EMPLOYEES TO FULLY UTILIZE THEIR SKILLS, ABILITIES AND
CREATIVITY TO ACCEPT OWNERSHIP AND ACCOUNTABILITY FOR THEIR
JOB/PROJECT.
EMPOWERMENT INCLUDES SUPERVISORS AND EMPLOYEES WORKING
TOGETHER TO ESTABLISH CLEAR GOALS AND EXPECTATIONS WITHIN
AGREED-UPON BOUNDARIES.

Employee empowerment is a process whereby a culture of empowerment is developed;
information-in the form of a shared vision, clear goals, boundaries for decision making,
and the results of efforts and their impact on the whole-is shared; competency-in the
form of training and experience is developed; resources, or the competency to obtain
them when needed to be effective in their jobs, are provided; and support in the form of
mentoring, cultural support, and encouragement of risk-taking is provided.

Every employer uses employee empowerment to some extent. No organization of more
than one person can survive without some employee empowerment. When the owner of
a Mail Boxes, Etc. hires someone to work the weekends, that person is empowered.
When a manager hires an accounting graduate to maintain the departmental ledger, that
person is empowered. When the director of advertising chooses which slogan should go
on the web banner, that person is empowered. In each of these instances the empowered
person has been provided with the training and experience they need to be effective in
their position. Each has the information to know how their decisions will impact the
larger whole. Each has access to the resources he or she needs to be effective. And the
assumption is that each will be supported in the decisions they make.

Empowerment is a process of becoming, not a task or end result in and of itself, just as
with continuous improvement, no organization is ever done with its empowerment
implementation; no person is ever "completely empowered". Empowerment becomes
part of the culture of the organization. Empowering others becomes a transparent act,
nobody within the organization notices when an act of empowerment is exercised. It
may be noticeable in the extreme to outsiders, but, if the implementation effort has been
successful, it will be second nature to those acculturated within the organization.
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Empowerment requires the effective bosses worldwide to be coaches, advisers,
sponsors, or facilitators.'' Good managers and good coaches'' are expected to help
employees refine their job achievements by encouraging, instructing, guiding and giving
them advice. The power that managers have - the capacity that managers have to
influence the behavior of employees - and work responsibilities, must be now shared
with employees through the creation of trust, assurance, motivation, and support. Work-
related decisions and full control of the work is being pushed down towards the lowest
operating levels. The concept of Self-conducted teams has also emerged, which are
groups of empowered employees with no or very little supervision. These groups are
able to solve work problems, make choices on schedules and operations, learn to do
other employees' jobs, and are also held accountable and responsible for the quality of
their outputs. Dr. W. Edward Deming, a statistician, quality expert and one of the
leaders in the fight for quality, pointed out that to improve quality, the production
processes were to be controlled as they were happening instead of corrected later. He
then concluded that the best people to perform such control were the workers
themselves. The only problem was that the average workers did not have freedom or
necessary skills to do so. Rarely a problem turns out to be the employee's fault. The
causes can normally be tracked back to incorrect product or system designs, or even to
inappropriate training received by the employees
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THE DIFFERENT SYSTEMS OF STAFF EMPOWERMENT

Making the Employees More Responsible

One of the first aspects noted in a number of organizations was the inactive or negligible
nature of employee involvement in the actual nature of the work. This non-involvement
on the part of the management and senior managers not only resulted in the increased
feelings of frustrations, but also lead to the rise in the stress levels of the employees, as
well as lack of productivity for the respective organization.

In allowing the employees to 'own' the problem or operation at hand, the employees
were duly encouraged to not only identify the problem, but also come
forward and provide his or her 'own' solution to the same problem, or set of problems.
Indeed, the initiative of 'owning' on the part of the employees lead to a positive working
environment, as well as the same provided for nurturing, creation, and maintenance of a
cohesive working environment. The same also lead to the reduction of the otherwise
'job-induced' stress factor which was observed amongst employees, when the same
employees were restricted from directly participating in the work at hand.
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Teamwork

Another important method for employee empowerment is the emphasis on teamwork.
Since, this initiative also emerges on the part of the management, it is imperative that
irrespective of the structure and technology of the organization, emphasis on teamwork
more often leads to enhanced performance as well as an increase in the quality of the
output or work of the respective organization.

A prime example of utilizing and effectively using the method of teamwork is through a
workshop duly created for the purpose of enhancing skills of the employees, creating a
spirit of team building, showing how to address conflict management, teaching problem
solving skills, and enhancing quality management techniques. Other benefits that accrue
through teamwork include a better understanding of the different leadership styles, as
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well as facilitating and empowering employees.

These are aside from the commonly observed factors of enhanced cooperation,
collaboration and cohesion amongst the employees within the organization.

Communications as a means of enhancing Staff Empowerment

Communication being one of the most vital and important methods of any relationship,
let alone that within an organization has been observed to lead to a truly cohesive and
effective means of accomplishing the goals of any organization. One of the prime
examples practiced by a number of organizations includes a morning chat, before
commencing actual work. This morning exchange of ideas, experiences, and
suggestions not only give impetus to the overall objectives of the organization, they
also provide a sense of motivation and empowerment for the numerous tasks and
activities that will face the employees during the course of the long working day ahead
of them.

Though the duration of this morning exchange of ideas and sharing of information may
not exceed 15 t0 30 minutes, yet the same little time together provides a sense of
responsibility amongst the team members and leads each member of the team to bring
out new ideas that may assist other team members in the course of their day's normal
routine work. The morning session also allows employees to reinforce grounds rules that
have already been established by the organization, as well as lead to a truly satisfying
and enjoyable working environment.

Leadership

Yet another vitally important method of enhancing employee empowerment is that of
enhancing the leadership skills amongst the employees. It is normally said that good
leadership qualities are very similar to good parenting. The object is thus to create an
environment where employees not only enjoy to utilize their own strengths, but as
members of a team also ensure that they become effective and contributing members of
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the respective organization.

The above briefly described methods of enhancing employee empowerment provide for
a truly functioning workplace that is run by empowered staff, who in utilizes some of
the most effective and client/customer focused system in enhancing the productivity of
the organization, as well as well as their own human potential.

Quality Circles

It is another important method of employee empowerment. A Quality Circle (QC)
consists of 7 to 10 people from the same work area who meet regularly to define,
analyze and solve quality related problems in their area. Membership is strictly
voluntary and regular meetings are held (usually once in a week or so). They use
techniques like brainstorming, Pareto analysis, cause-and-effect analysis, histograms etc.
to solve quality related problems. Started first in Japan in the early 1960s, QCs have
spread all over the world. They are credited with producing quick and impressive results
when implemented correctly.

Their advantages include the following:

Employees are involved in decision-making. This privilege helps them to
acquire communication and analytical skills and improve their efficiency at the
workplace.

Savings-to-cost ratios are generally higher.

Circle members enhance their chances of promotion to higher positions.

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Total Quality Management

Empowerment can also be brought about through TQM. TQM refers to the deep
commitment of an organization towards quality. Every step in the companys processes
is subjected to intense and regular scrutiny for ways to improve it.
Almost every issue is subject to exploration and the process is a continuing one.
Employees are provided with extensive training in problem-solving, group-decision-
making and statistical methods.
The principles of TQM are:

Meet the customers requirement on time, the first time, and 100% of the time.

Strive to do error-free work
Manage by prevention, not by correction..
Measure the cost of quality.

TQM is classified as a participative method because every employee in the organization
is involved and expected to take responsibility for improving quality.
It is a formal programme, which involves direct participation by all employees.

Delegation

Delegation is more commonly used in organizations. Delegation can be seen as the free
will of handing out work for others to complete. This isn't completely accurate: for
example, sometimes delegation of a task for which one is responsible is needed so that
he/she can concentrate on something that he/she considers more important.

Delegation sounds easy and is something that can be done all day long. To those people
who are experienced, this may be true, otherwise its complete nonsense. Delegation
requires skill, patience, confidence and courage.

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Benefits of Delegation

Successful delegation occurs when an employee is purposely chosen to do a specific
task. This employee has been specifically chosen because it is believed that they have
the ability to complete the task in question. Therefore the responsibility to complete the
task is given to that person. As stated in the above section, delegating work can allow
one to concentrate on things that he/she believes require ones personal knowledge/skill.
Other tasks that are delegated since it is believed that the staff have the necessary
knowledge/skill to complete them.
Delegating tasks can be seen as a form of appraisal by the employee(s) that have been
chosen. By delegating tasks, they are given an increase in responsibility (a prime
motivator) and consequently they may feel more inspired to complete the task.

If the rate at which employees proceed (promotion, etc) through the business is
important, then it will be felt that delegated tasks are extremely worthwhile. By
delegating, one will have increased their responsibility and capabilities which will
further add to their knowledge/skill. This will then put them in a position to meet the
requirements of moving up to the next level.
Adding further to that above, if delegation of a task has given the employee a new level
of knowledge/skill, then the resources will be expanded. Should a similar task come up
in the future, it is more than likely that the right staff is available to delegate the task.

There may come a time when it is felt that it is needed to prepare for the future (by
delegating) rather than personally dealing with tasks in the present. Delegating tasks will
then mean that there is more time to plan the future and to remain competitive. This is an
important part of a managerial role

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Self-directed teams

Also known as Empowered Teams, they are also a system of employee empowerment.
A self-directed work team is an intact group of employees who are responsible for a
whole work process or a segment that delivers a product or service to an internal or
external customer. To varying degrees, team members work together to improve their
operations, handle day-to-day problems, and plan and control their work. They are
composed of committed individuals who trust each other; have a clear sense of purpose
about their work; are effective communicators within and outside the team; make sure
that everyone in the team is involved in the decisions affecting the groups; and follow a
process that helps them plan, make decisions and ensure the quality of their work.

Self- directed teams have the following distinct features

They are empowered to share various management and leadership functions.
They plan, control and improve their own processes.
They set their own goals and inspect their own work.
They often create their own schedules and review their performance as a group.
They may prepare their own budgets and co-ordinate their work with other
Departments.
They are frequently responsible for acquiring new training they might need.
They may hire their own replacement or assume responsibility for disciplining
their own members.
They and not others outside the team take responsibility for the quality of their
products and services.
.

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Objections Overcome

Management's fear of letting employees make decisions, which can impact the
profitability of the company, is a major factor in the ineffectiveness of many
empowerment programs, and yet is still a major objection.
One might wonder why more organizations do not adopt such empowering strategies.
There are standard answers: that giving up control is threatening to people who have
fought for every shred of it; that people do not want to share
power with those they look down on; that managers fear losing their own place and
special privileges in the system and so forth

This objection can be overcome if the managers in question can be assured that the
employees are ready for the level of authority being placed with them.
The apprenticeship model emphasizes the growth and training of the employee into
readiness to be empowered. Only when employees are trained in the ramifications of
their actions and are able to see the big picture should they be allowed and encouraged
to make decisions. The role of the supervisor is as mentor and coach. The worker must
be given the opportunity to make decisions about less significant things and then the
outcomes of these decisions reviewed so that learning can occur.

Just as we would not expect a person with an associate's degree to articulate ground-
breaking new theories in their field; so too we should not expect untrained employees to
make decisions which affect the bottom line. The manager who has been involved in the
training of the worker will have greater confidence that the worker will make a decision
that is in the best interests of the company. The benefit of empowerment is that it allows
each employee to bring his or her experience and creativity to bear on the decision.

Middle managers often object to employee empowerment because they perceive that the
effort will take power away from them. Their view is that managers must give up the
levers of control they've worked a lifetime to get hold of. This can be called the "hazing
theory of management". One of the reasons initiation activities and hazing are still a part
of many fraternal organizations is that the current members want the opportunity to do
onto others as was done onto them. If, as a pledging member, they had to run errands for
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the brothers then they want the opportunity to have pledges run errands for them once
they become brothers.

Running errands are the "dues" pledges must pay in order to join the brotherhood.
Working for the organization for years and being subjected to the decisions of others are
the "dues" middle managers have paid to obtain their positions.

This type of thinking is called zero sum change. That is, in order for the worker to gain
something the manager must lose an equivalent amount of that thing, in other words,
win-lose thinking. In order for an employee empowerment implementation to be
successful, managers with this objection must change their attitude. These managers
might ask, "How can I give up control when I am accountable for the results? How can I
give greater decision-making authority to employees, yet ensure the results are of good
quality and are consistent with corporate objectives? How can I manage the
empowerment process so employees feel the project is their own?"

The answer to these questions, and the way this needed change is accomplished through
training. Managers must see that they still have a role despite authority being shared
with empowered employees. This new role is as mentor, coach, and facilitator. Training
should be provided for each aspect of this role. Acting as mentor comes easily to some
people; however others have difficulty seeing themselves as able to offer anything
beyond direction. Proper training can show the reluctant mentor how to improve his or
her skills. Coaching is another skill some people have difficulty with. Again, training is
called for in this instance.

Because empowered employees often are formed into self-managing teams they often
need someone to facilitate their discussions until this skill is developed among the
members of the group, this initially becomes the role of the manager. Later on, as cross-
functional teams are formed, the manager's facilitation skills are called for again. Many
managers will require training to enhance their ability to facilitate discussions.

Managers who take on these new roles of mentor, coach, and facilitator begin to
recognize that they are still needed. A new win-win attitude replaces the old win-lose
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attitude in those managers who are successful at implementation of empowerment. As
the benefits of empowering employees become apparent, the properly trained manager
will become a strong proponent of empowerment, he or she will recognize the value
inherent in taking advantage of everyone's experience and creativity. If one accepts the
premise that empowered employees are more satisfied with their jobs, and the premise
that satisfied employees result in satisfied customers, then logic dictates that managers
will seek empowerment opportunities in an effort to grow the business and increase
revenues.

Other objections which are raised by management as a result of these proposed changes,
"a greater investment in selection and training, higher labor costs, slower or inconsistent
service delivery, violations of 'fair play', giveaways and bad decisions". Still other
management objections noted are "Specifically, empowerment might lead to
overconfidence and, in turn, misjudgments on the part of subordinates." These
objections are valid in some respects; proper training will overcome some of them, but
not all. However the benefits of employee empowerment outweigh the detriments.

Also major organizational changes can seriously challenge employees' sense of control
and competence as they deal with the uncertainty of change and accept new
responsibilities, skills, and guidelines for action and behavior. It is the responsibility of
the leader to provide the vision, which assists employees to have this peace of mind.

The critiques of employee empowerment emanate from what appears to be half-hearted
attempts by employers that allow for a very limited degree of decision making and
control by employees. Therefore it is the prime responsibility of the management to
address these issues while implementing empowerment systems.

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THE EMPOWERMENT ENVIRONMENT

A Culture of Empowerment

An organization's culture is a complex thing, not easily described. Yet it is upon this
foundation that empowerment is built. The organizations that successfully implement
employee empowerment will have certain values at their core from which the process of
empowerment can flow. Among these values are respect and appreciation for individuals
and the value they bring to the organization.

Values alone do not make up an organization's culture, and respect for individuals is
only one of the outward signs of an empowered culture.

Edgar Schein defines organizational culture as, a pattern of basic assumptions -
invented, discovered, or developed by a given group as it learns to cope with its
problems of external adaptation and internal integration - that has worked well enough
to be considered valid and, therefore, to be taught to new members as the correct way to
perceive, think, and feel in relation to those problems.

The culture of the organization must support the thrust of empowerment if there is any
chance for success. Organizational values compel and propel behavior significant
cultural artifacts that will lead to empowerment.

Organizational structure, reward systems, mission, goals, objectives all play a vital role
in empowerment. Organizational structure and reward systems are often put into place
with the unknowing and unquestioned basic assumptions, which are part of the culture
of the organization.

An organization seeking to implement empowerment is likely to examine its structure
and reward systems, however if the culture is not also examined by the change agents,
replacement structures and systems are likely to reflect the old assumptions. One such
assumption is whether individuals or groups (teams) should be rewarded for their
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efforts. Many organizations in the United States hold that country's value of
individualism. If, on the one hand, teams are being promoted as a tool of empowerment,
and on the other hand, individuals are being rewarded for the work of the team, then
employees will unconsciously or consciously pick-up on the cultural norm and will be
reluctant to dedicate themselves to the teaming concept where their work may not be
recognized and rewarded.
Managers who understand how empowerment integrates with organizational culture are
motivated to lead employees and help them internalize the values and traditions of
empowerment. These managers help create a work environment where employees take
action for intrinsic reasons more so than for extrinsic reasons.
Shipper and Manz, in their description of W. L. Gore and Associates, demonstrate how
committed to empowerment that company is by describing the cultural manifestations.
Some examples include: there are no position titles, all employees are called Associates;
every associate has one or more sponsors who provide training, act as coach or mentor,
and advocate with the compensation committee for the employee's pay increases; all
associates are encouraged to apply their creativity, even to the extent of finding their
own job within the organization after being hired. While these tactics far surpass what
another organization interested in empowering its employees is likely to do, they do
reflect what has been successful for Gore.

It is clear that the organization's culture is important to employee empowerment. If an
organization's culture does not already support empowerment it must be changed. But
how could the culture be changed if it is decided to do so? Leaders create culture, but
cultures, in turn, create their next generation of leaders. If the leader is acting in a
growing organization, he or she needs both vision and the ability to articulate it and
enforce it. If an organization is to change its culture, it must be led by someone who can,
in effect, break the tyranny of the old culture. This is accomplished through replacement
of assumptions. If an assumption is to be given up, it must be replaced or redefined in
another form, and it is the burden of leadership to make that happen.

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The Role of Management

In an empowered organization the managers and supervisors take on a different role than
they usually would in most organizations. It may be obvious that one aspect of this role
change is the sharing of power and authority. Yet, many managers and supervisors
already do this, either actively or passively, through delegation or abdication, neither of
which is empowering people.

Empowerment implies a great deal more. There is an active role for managers and
supervisors rather than the passive one of abdication. There are stages an employee must
go through before he or she should have authority delegated to him or her. There should
also be a recognition that while the employee may be ready to have one aspect of the job
delegated to her or him, she or he may not be ready for delegation in other functional
aspects of the job Managers and supervisors must reframe their perception of their roles
because the primary task of supervision is to help people.

So what are these new, active roles for managers? Firstly it must be noted that, managers
and supervisors need to be empowered, too. One use of manager's new found
empowerment should be to allow them to remove barriers to employee empowerment.
This can be described as, "providing autonomy from bureaucratic constraint" "imagine
that your job is to create an environment where your people take on the responsibility to
work productively in self-managed, self-starting teams that identify and solve complex
problems on their own. This involves articulating a vision, values, strategies and goals;
aligning policies, practices and business plans; improving processes; organizing,
communicating and 'walking the talk' of total quality and removing barriers that prevent
outstanding performance. Managers need to be willing and capable of changing their
roles from supervisors and work directors to visionaries and coaches.

This new role of coach is also nearly universal in the literature. Coaching is defined as,
teaching and practice focused on taking action, with celebration when things go well
and supportive redirection when things go wrong, while all the time creating excitement
and challenge for those being coached. The objective of coaching is to keep giving
employees responsibilities, which move them along the capability continuum,
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eventually reaching 'fully capable of the task'. Naturally, the manager must be careful to
keep adjusting his or her leadership style as the employee becomes more capable.
Managers also have to learn how to nurture and reward good ideas. These coaching, or,
empowerment strategies are aimed not only at removing some of the external
conditions responsible for powerlessness, but also at providing subordinates with self-
efficacy information. Among the coaching strategies noted are,
Expressing confidence in subordinates accompanied by high performance
expectations.
Fostering opportunities for subordinates to participate in decision making.
Providing autonomy from bureaucratic constraint.
Setting inspirational and/or meaningful goals

Events such as, "inputs from supervisors, staff peers, and subordinates, for example,
performance evaluations, charismatic appeals, training sessions, mentoring advice, and
general discussions of ongoing projects provides data on which to base task
assessments. Task assessments are those perceptions by the employee of his or her
ability to perform, or interest in, the task. That is, management can change the
environment to make completion of the tasks rewarding intrinsically for example,
through praise and recognition or increased opportunities, or management can work as
a mentor to help the employee perceive his or her contribution as valuable.

This mentoring approach for employees helps them internalize the values and traditions
of the organization. These managers help create a work environment where employees
take action for intrinsic reasons more so than for extrinsic reasons.

If a manager does not perceive her or his role is to help those she or he supervises to
grow, then any empowerment implementation effort will not be successful. A change in
role perception is called for in this instance when implementing employee
empowerment. The supervisor must see potential in the employee and work to bring that
potential out. The process is best described as mentoring or coaching and it entails

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Determining the skill level of the employee.

the organization as a whole.
Providing for employee training as needed.
Depending upon the employee's skill level, providing appropriate supervisory
support.
A directing style for those tasks for which the employee has a low skill level.
Coaching for those tasks with which the employee has some skills but is lacking
experience or motivation.
A supporting style for those tasks where the employee knows what to do but is
still lacking confidence in their abilities.

A delegating style for those tasks where the employee is motivated and fully
capable.

Ensuring that the employee is consistently growing in skill by providing new
responsibilities for which a higher level of supervision is needed.
Mentoring the employee such that they absorb both the organizational culture
and the value of empowerment.

R
Ensuring that appropriate resources are available for the employee, or ensuring
that the employee has the appropriate skills to obtain needed resources.
Providing support for the continued empowerment of the employee.

Sharing information about the employee's and the organization's effectiveness.
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Information Sharing

Information is what the organizational culture is made of initially. Information is the
gatekeeper to power. There is a need for increased information sharing in
implementation of empowerment. People without information cannot act responsibly.
If information shared is zero, nothing happens to redistribute it, and empowerment will
be zero. Communication and information are the lifeblood of empowerment. In the
absence of information employees do not know the ramifications of their actions and
therefore are not responsible.

Most supervisors think part of their role is to shield their subordinates from bad news
coming from above. When subordinates are shielded the management is acting as their
parents and treating them like children. If the management is trying to create the mind-
set that everyone is responsible for the success of the business, then people need
complete information. An important part of employee empowerment is demonstrating
confidence in the worker, yet many managers hesitate to just let people go on their own.
This may be a call for some limitations in the form of shared information.

The second key is to create autonomy through boundaries. When employees understand
the boundaries they are then free to take any action within those boundaries; they can
bring their own creativity to bear on the task at hand and perhaps improve its
effectiveness. While the employees have autonomy, they are aware of the boundaries of
their decision-making discretion. Setting clear boundaries tells people what they're
authorized to do. In case of W. L. Gore and Associates note one of the four principles all
employees are expected to abide by is, "Consult with other Associates prior to any
action that may adversely affect the reputation or financial stability of the company
associates can and are encouraged to make decisions on their own as long as the
downside risk does not threaten the organization's survival. Creating boundaries avoids
one of the objections noted in the section above, that is, that employees will become
overconfident and exceed their authority.

Sharing information about goals and effective communication about the organization's
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plans, successes, and failures may seem commonplace; however its importance cannot
be undervalued. Research has revealed that people who have information about current
performance levels will set challenging goals and when they achieve those goals they
will reset the goals at a higher level.

One of the skills of this new role is sharing feedback about the employee's
effectiveness. Empowerment programs fail because HR initiates the process the wrong
way. Empowerment is developed by creating an empowering environment one in which
employees are given goals, information, feedback, training, and perhaps most
importantly, positive reinforcement. The employment of these strategies is aimed not
only at removing some of the external conditions responsible for powerlessness, but
also at providing subordinates with self-efficacy information. Without this positive
reinforcement employees do not easily come to realize how skilled they really are and
how important their work is to the success of the organization.

The importance of performance management systems that provide a clear understanding
of job responsibilities and methods for measuring success is fundamental to reinforcing
a sense of competence and believing that one is a valued part of an organization. To
make employee empowerment work, not only the information about their own work is to
be given them but also the information about the business and demonstrate how their
work fits in. Everyone wants to feel they do something of value. When the value
individuals bring to the business is demonstrated, people want to grow. Empowerment
must be placed in a context of responsibility to the larger whole. Managers must help
employees understand that their work is directly aligned with strategic goals and
individual accountability is maintained all the way along the line to senior management,
customers and stockholders and that they are considered, partners in the business, all
with an eye to the bottom-line implications. Empowered employees will only understand
these bottom line implications if organizational information is shared with them.
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The Value of Vision

The value of providing a compelling vision of an empowered workplace should not be
underestimated. Because empowerment is often poorly understood, and usually has not
been experienced by employees, it is the vision of what is possible that brings their
commitment to it. Vision is perhaps the most visible component of organizational
culture; it is through the vision of what is possible that leaders can inspire employees to
apply their skills, knowledge, and creativity towards its achievement. Whatever the mind
of man can conceive, and believe, it can achieve.

Charismatic leaders understand the power of vision. The most important motivational
aspect of charismatic/transformational leadership is the heightened intrinsic value of
goal accomplishment produced by the articulation of a meaningful vision or mission.

Vision provides employees with that sense of "what do we do next" which can inspire
creativity; this can also be described as awareness of the context. It also allows for
employees to not make decisions, which are in the direction opposite that of which the
leaders of the organization believe is right. There needs to be a shared vision lacking buy
in to such visions, employees can hardly be expected to be self-directing in their
fulfillment. The first lever of organizational characteristics which facilitate employee
empowerment is a clear vision and challenge.

The term "values" can also be used in place of vision. Values guide all plans, decisions
and actions. There is a clear distinction between goals and values
Goals are for the future. Values are now. Goals are set. Values are lived. Goals change.
Values are rocks you can count on. Goals get people going. Values sustain the effort.

The vision is articulated through the basic values of the organization. At W. L. Gore
these basic values are,
Try to be fair.

Use your freedom to grow.

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Make your own commitments, and keep them.

Consult with other Associates prior to any action that may adversely affect the
reputation or financial stability of the company.

Within these values is the vision of a growing, profitable concern, which has instilled
employee empowerment to its core.

Next is the question of what vision to instill. There are many appealing visions such as
the provision of excellent customer service, that are the precursors of profit, productivity
and market share growth; but they must be articulated as such for them to be compelling.
In short, employees must understand and share the vision of the organization if they are
to be empowered.

Developing Competency

In order to implement employee empowerment the employees must be competent.
Competency goes beyond developing job-task specific knowledge.

Employees must be properly trained. It does not make sense to empower employees to
do things such as make decisions or approve or initiate action if they are not properly
trained.

Once employees understand what needs to be done to improve the company, they must
have all the skills and resources necessary to be able to accomplish those improvements.
Spreading power means educating people to this new definition of it. Empowerment
training is more than remedial; it prepares people for collaboration and higher-level
performance, and sends a message to employees: we're spending money on you because
this is important to the organization's future. Empowerment can be defined as as
employees having autonomous decision-making capabilities and acting as partners in the
business, all with an eye to the bottom-line implications. The employees get those
decision-making capabilities and information about bottom line implications through
training only.
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Training does not come cheaply. Not only must empowered organizations invest in
training materials and facilitators, they must value training sufficiently to release
employees from regular work duties to attend. It is a common experience for
organizations that seek to empower employees to find that their training and
development budgets are woefully under funded.

However, it is not only the responsibility of the training department and supervisors to
provide training. There must be procedures and occasions for empowered individuals
and teams to learn from each other. In an empowered environment more experienced
employees tend to take a more active role in intervening in the actions of newer
employees and offering feedback regarding culture-consistent behaviors. In short, these
newly empowered participants empowered their associates through their actions. They
share success stories and help one another diagnose situations to develop appropriate
coping strategies.

Importance of Resources

In many organizations access to resources is controlled by supervisory staff. If employee
empowerment is to be implemented successfully, those controls must be removed and
resources placed under empowered employees control.
Resources include items such as funding, access to support staff, or experts who have
knowledge on which the employee can draw. Typically restriction of access to resources
is in place to avoid employee abuse. However, if information about the costs and effect
on the bottom line procurement of resources has is shared with employees they are not
likely to abuse them. Once both employees and managers have received proper training,
the next step is to give employees control of the resources needed to make
improvements. Nothing is more demotivating or disempowering than being stopped in
your tracks because you either don't know how to proceed or lack the tools necessary to
do a good job.

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Relying on people to provide service improvements without resources is called the
human resources trap. The HR trap occurs when managers expect their front-line
people to provide better and better service without simultaneously trying to improve the
core service offering itself, enhance the tangibles, make available state-of-the-art
technology and market research, and so on. It can result in unreasonable responsibility
for damage control placed on the front-line workers in a poorly designed, inadequately
coordinated service system. Release of control to employees demonstrates management
trust and confidence in their competence. This is very empowering.

Sufficient Support

The organization, which chooses to implement empowerment, must ensure that
sufficient support is available to keep it going. In other words, the environment must be
a supportive one.

Support can take the form of workplace social supports. Managers who make
transformational organizational change usually have significantly higher social support
scores. In other words, the more support the managers have the more effectively
empowered they are. Empowerment techniques and strategies that provide emotional
support for subordinates and that create a supportive and trusting group atmosphere can
be more effective in strengthening self-efficacy beliefs. Also, "inputs from supervisors,
staff peers, and subordinates, mentoring advice, and general discussions of ongoing
projects provides data on which to base task assessments. The task assessments are the
employee's perception of his or her abilities and motivation and are the basis for intrinsic
motivation So we can conclude that with a good support system in place the likelihood
of employees developing intrinsic motivation and a sense of self-efficacy is increased,
thereby increasing empowerment.

Support can also take the form of recognizing and rewarding improvement efforts and
success. Reward and recognition systems build pride and self-esteem. Congratulations
are affirmations that who people are and what they do matter, and that they are making a
valuable contribution toward achieving the shared mission. Spontaneous, Individual,
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Specific, and unique congratulations are most effective. Celebration and recognition for
forward motion and accomplishment are needed.

Every associate has one or more sponsors who provide training, act as coach or mentor,
and advocate with the compensation committee for the employee's pay increases. The
sponsor tracks the new associate's progress, providing help and encouragement. A
sponsor is a friend and an Associate. All the aspects of the friendship are also present.

Managers need to have faith in employees. Risks can be minimized through training and
shared vision, values and benefits, but the empowered organization requires confident
managers who have faith in employees. The overall culture of the organization must
support risk taking.

The Apprenticeship Model of Empowerment

Apprenticeship, as commonly practiced, consists of three levels of competency and an
associated level of empowerment. Employees do the work and make the decisions for
which they have sufficient skills and knowledge. Employees and their employer also
recognize their responsibility to continue the training and development of the employee.
Because the empowerment concept calls for recognition of the value of every employee
no employee is looked down upon based upon his or her job responsibilities or level of
skill.

Apprentice level

Rather than as a lowly, know-nothing, the apprentice is viewed as an unskilled worker
with potential. He or she may be assigned tasks which are seemingly menial yet are
essential to the effective working of the shop. The apprentice is expected to be aware of
how the organization works and to ask questions at appropriate times. Also he or she is
expected to be eager to learn new skills and to practice these skills under the guidance of
journeymen and masters.

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Journeyperson level

Journeypersons do the primary work of the organization. In order to be considered a
journeyperson an individual is expected to have all but the most specialized skills of
their craft. She or he must be able to work without supervision. There must also be
recognition of one's responsibility to provide skills training for apprentices.
Journeypersons know how to get the answers to their questions, and are developing the
sense of what are the right questions to ask.

Master level

Masters provide the overall direction and vision for the organization. They decide which
jobs to do and how they can be done. Masters understand their responsibility to
supervise the continued development of journeypersons so as to teach and develop the
next generation of leaders. As part of sharing their vision, masters provide information
about the overall organization to both journeypersons and apprentices. As befitting their
advanced knowledge, masters advance the trade through innovation and complete the
work for which only they are trained.

This model is deceptively simple. Anyone can quickly grasp the three levels and place
workers they know into one of the three categories. However, the model calls for a
recognition that an individual could be at any one of the three levels for different aspects
of their job.

The Empowerment Development Process

The empowerment process can be characterized by three stages. Each stage
represents an increase in employee control.

Stage 1: For people or teams new to empowerment, their circle of control and
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influence will be relatively small. In general, activities at this level include:

Some control and minor decisions

Problem solving

Consultation on some decisions made in the department

Stage 2: As employee skills, abilities and acceptance of empowermentincrease, so
does the scope of empowerment. In general, activities at this level include:

Significant control and more decision making

Problem solving

Consulted on most decisions made in the department

Stage 3: As a work team matures and performs consistently,
significantownership of the department is taken. The scope of empowerment is
at its highest. In general, activities at this level include:

Major control over work.

Significant problem solving.

Makes most decision in the department.
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Situational Leadership

Situational Leadership seeks to identify the employee's knowledge, skills, and
motivation level for each set of tasks he or she performs on the job. The manager/leader
then provides the correct combination of direction and motivation to respond to the
employee's needs:

Directing (or telling) is the leader's response to an employee who haslittle or no
skills or knowledge of the task and is highly motivated. The employee's
motivation will not be significantly impacted by the lack of input they have
because they are still learning the ropes.

Coaching (or selling) is the leader's response to an employee who stilllacks
skills or knowledge and yet has lost some motivation. This technique seeks
input from the employee as a motivator, yet still provides the opportunity for the
manager/leader to provide needed direction and to increase the employee's
knowledge.

Supporting is the appropriate leader response to an employee who
hasdeveloped knowledge and skills, yet is still experiencing motivation
problems. The manager/leader seeks opportunities to praise the good work
effort of the employee and provide positive feedback as a motivator.
Delegating is the highest step in this hierarchy; the highly skilledemployee who
provides their own motivation is appropriately supervised through delegation. It
becomes the employee's responsibility to seek out the manager/leader when
problems are encountered

Benefits when it is correctly implemented

Employee empowerment can be a powerful tool. This new form of
administration challenges the hierarchical forms of leadership where the final
authority was at the top of the tower watching the working mass. The now
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advanced leadership style can increase efficiency and effectiveness inside an
organization. It increases productivity and reduces overhead. Overhead expenses
are those needed for carrying on a business, i.e. salaries, rent, heat and
advertising. It gives managers the freedom to dedicate their time to more
important matters. Managers can highlight the talents and efforts of all
employees. The leader and organization take advantage of the shared knowledge
of workers. Managers at the same time develop their own job qualifications and
skills attaining personal advancements.

Empowered employees can make decisions and suggestions that will down the
line improve service and support, saving money, time and disputes between
companies and their customers. Empowerment of qualified employees will
provide exceptional customer service in several competitive markets; therefore it
will improve profits through repeated business. Customers prefer to deal with
employees that have the power to manage arrangements and objections by
themselves, without having to frequently inquire of their supervisors. Customers
want their needs met without having to pass through layers of approvals,
referrals or excuses, they want on-the-spot decisions; they want to hear what can
be done instead of what cannot.

Empowerment is a strong tool that will increase revenue and improve the bottom
line. The U.S. Labor Department stated that empowered employees are more

likely to produce higher profits for their organizations than non-empowered
ones. Empowerment is also the best way to promote a good long-lasting
employee-customer relationship.

Empowerment also brings benefits to employees. It makes them feel better about
their inputs to the company; it promotes a greater productivity, and provides
them with a sense of personal and professional balance. It exercises employees'
minds to find alternative and better ways to execute their jobs, and it increases
their potential for promotions and job satisfaction. It results in personal growth
since the whole process enlarges their feelings of confidence and control in
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themselves and their companies. It is a process that makes workers utilize their
full potentials. This enables them to stay behind their decisions, assume risks,
participate and take actions. It is a win-win-win situation: customers benefit from
sharp employees; organizations benefit from satisfied customers and sharp
employees; and employees benefit from improving their confidence and self-
esteems.

WHEN EMPLOYEE EMPOWERMENT DOES NOT WORK?

Empowerment must be carefully planned and implemented so as not to lose its focus of
value creation for the customer. It can be a victim of the very problems that made it
desirable in the beginning. Some of the internal and external threats encountered to a
successful achievement of empowerment are briefly described below:

INTERNAL THREATS DUE TO INADEQUATE ASSUMPTIONS,
KNOWLEDGE AND ATTITUDES

Conflicts may emerge between employees and managers when defining power.
The decision-making authority expected by employees might not be the same
one the managers are willing to accept. Employees could stop the efforts, lose
interest and become cynical.
Managers might not be willing to give up the necessary power. They can oppose
empowerment because they can see it as a loss of authority and less job
satisfaction.

Employees might resist empowerment. Some may not be comfortable with
taking new responsibilities. They prefer to depend on the decisions of others.
They might refuse to get with the program.

Managers might assume that employees already have the required skills to start
a good empowerment program. To fully train employees to be able to make
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their own decisions could be time consuming and expensive, which could be
considered large barriers to fast success.

Impatience will also not help. The efforts could take long to show results and
could burn up important resources.

EXTERNAL THREATS DUE TO UNEXPECTED CIRCUMSTANCES

Reductions in the workforce: Sometimes economic and
competitiveenvironments call for a labor force cutback. This could then be used
as an excuse not to implement empowerment.

Changing senior management: Empowerment efforts could be injured if
anynew senior manager is about to take office. Even though everything might be
running smoothly, new senior leaders have a tendency to move things around.

Mergers and acquisitions: These types of company ``mixtures'' can
alwaysthreat empowerment. Both organizations will not always come to the
integration process with the same degrees of programs implemented. A lot of
changes can take place to make a uniform empowerment process.
Need of employee empowerment Successful implementation of empowerment
requires change in corporate culture.
RATIONALE OF EMPLOYEE EMPOWERMENT:
1). An aspect of working smart in the organization to achieve the organizational
objectives.
2).Empowerment is the key to motivate the employees according to their need
and productivity effectively & efficiently.
3). It enables a person to develop personally and professionally to create a proper
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balance between them.

INHIBITORS OF EMPOWERMENT:
Resistance from employees and unions
Resistance from Management
Insecurity
Personal Values
Ego
Management Training
Personality Charateristics of Managers
Exclusion of Managers
Workforce Readiness
Organisational Structure and Management Practices

MANAGEMENTS ROLE IN EMPOWERMENT AND
IMPLEMENTING EMPOWERMENT :

Managements Role: In management its role is depend on
Commitment
Leadership
Facilitation
Implementing Empowerment by
Development of suggestion systems
Considering the Employees Point of View
Putting vehicles in place
Brainstorming
Normal Group Technique
Quality Circles
Suggestion Boxes
Walking & Talking
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SUGGESTION SYSTEMS-1
Managements Role
Establishing Policy
Setting up the System
Promoting the suggestion system
Evaluating and implementing suggestions
Rewarding employees
Improving the system..
Improving suggestion processing
Improving individual suggestions
Problem identification
Research
Idea development

SUGGESTION SYSTEMS-2
Evaluating Suggestions
Though employees make suggestions, final analysis is still to be made by
manager.
Thus,establish a formal rating system for evaluating suggestion systems.
Handling Poor Suggestions
Listen carefully
Express appreciation
Carefully explain your position
Encourage feedback
Look for compromise

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ACHIEVING FULL PARTICIPATION OF EMPLOYEES:
Employees full participation can be achieved by doing the following activities
Removing hidden barriers
Negative behavior
Poor writing skills
Fear of rejection
Inconvenience
Encoraging new Employees
Coaching Reluctant Employees
Assess
Investigate
Match
Choose
Manage

HOW TO RECOGNISE EMPOWERED EMPLOYEES ?
Empowered employees can be recognize by the following activities:
Taking initiative by the employees by accept the new job
Identifying opportunities in the assigned job
Thinking critically that helps in improving good decision making
Building harmony among all the employees
EMPOWERMENT
Empowerment includes
Avoiding Traps:
Defining power as discretions and self-reliance
Failing to properly define Empowerment for mangers and supervisors
Assuming employees have the skills to be empowered
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Getting impatient making the transiton from traditional aaproach
Beyond Empowerment

Empowerment doesnt includes
Turning the company over to the employees
Less supervision of employees
Doing away with all organization structure
Tricking employees into working harder
A rehash of:
Quality circles
Participative management
Job enrichment
Flattening organizational structures

Empowering workers will not lead to the following :
Result in less work
Make anyone's job easier
Solve all of the problems at work
Eliminate the need for managers and supervisors
End all conflicts
Make everyone happy

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Empowering workers might leads to the following :
Increase employee satisfaction
Raise productivity (30% average)
Strengthen Commitment To The Job & The Organization
Increase Individual Effort Toward Organizational Goals
Heighten Employee Motivation
Improve Quality

SOME IMPORTANT ASSUMPTIONS OF EMPLOYEES EMPOWERMENT
Workers are not lazy, they really want to make a contribution
Workers want more than money
Workers have many talents, skills, and ideas that go unused by employers
In today's highly competitive global economy, companies can no longer afford to
waste their valuable human resources
A major challenge is to find ways of better utilizing all of our human resources
A better use of human resources (empowerment) requires making major changes
in how companies go about their business

IMPORTANT WAYS TO EMPOWER WORKERS

INCREASE RESPONSIBILITY
The only way people ever grow is to take on new and more challenging projects
DELEGATE AUTHORITY
Workers must be given sufficient authority to fulfill the responsibilities assigned
them.
SET STANDARS OF EXELLENCE
Workers want to do well and will strive to meet expectations
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PROVIDE TRAINING AND DEVELOPMENT
Workers must acquire the requisite skills to perform
SUPPLY INFORMATION
Information is power to act and perform.

JOB ENRICHMENT

Job enrichment aims to redesign jobs to be more intrinsically rewarding. Certain
job characteristics help managers to build enrichment into jobs. These
characteristics (summarized in Exhibit 1) include:
Skill varietyThe various skills needed to perform a given task,
where increased skill requirements are associated with increased
motivation
Task identityThe degree to which employees perceive how their
job impacts the overall production of a product or service
Task significanceWhether the task is meaningful beyond the task
itself
AutonomyEmployee discretion over how to perform a task
FeedbackInput from peers and supervisors regarding the quality
of an employee's work

FURNISH FEEDBACK
No person can correct her/his errors or profit from mistakes without specific and
frequent feedback.
INFORMAL TEAMS
Informal teams are generally formed for social purposes. They can help to facilitate
employee pursuits of common concerns, such as improving work conditions. More
frequently however, these teams form out of a set of common concerns and interests,
which may or may not be the same as the organization's. Leaders of these teams
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generally emerge from the membership and are not appointed by anyone in the
organization.

TRUST
Trust is an essential element of all healthy human relationships, including colleagues in
the workplace.
GRANT PERMISSION TO FAIL:
It is only when people have permission to fail that they are willing to try new things and
take appropriate risks.
RESPECT:
It is a human nature, to be respected you must give respect similarly a manager must
give respect if he is to be respected.
EMPOWERMENT REQUIRES CHANGES
Changes in the organizations culture (i.e., how they do things around here).
Changes in mindsets (workers take on a self-managing, accountable approach to their
work).
Changes in the way groups of individuals work together focusing on how tasks are
completed as well as the tasks themselves.
IMPLEMENTING EMPOWERMENT CHANGES

As all the aspects of Employees Empowerment have been studied. Now the main point
is how it should be implemented in the organization so that itll be beneficial for both .
So some points are discussed as under to implement the Empowerment changes are as
follows:

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Begin with a vision
Make systemic changes
Experiment on a small scale
Link to current organization needs, problems, or opportunities
Become thoroughly informed regarding similar changes enacted during
the past 5 years .
Have a plan, collect baseline and end results data, establish criteria for
judging success
Be prepared for objections
Develop supportive coalitions
Get top management's support
Keep top management and other key individuals informed throughout
the project

How Open Is Your Organization To Empowering Changes?
As the changes occur in the organization due to empowerment so now a HR manager
should know how open is our organization to Empowering Changes by analyzing the
changes for managers as well as for employees

Do Managers
Help employees get the job done
Initiate inquiry about common ways of thinking
Challenge assumptions
Encourage risk and experimentation
Delegate authority and responsibility
Inspire a shared vision by enlisting values, hopes, and dreams
Foster a learning environment
Promote shared information and collaborative problem solving
Model behavior- walks the talk
Appreciate diversity of style and behavior
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Focus on developing people
Give carefrontive, not confrontive, feedback and help people learn and grow
Encourage self-expression and open discussion of conflict

Do Employees
Take responsibility for actions
Speak out about problems and ways to work better
Seek to solve problems, not to place blame
See network of customer relationships, internal and external
Are willing to engage in inquiry about assumptions

Are relationship Characterised By
Commitment to collaboration
Mutual trust and respect
Engagement of others in decisions
Shared accountability, rewards, and penalties
Helpfulness to each other
Communication of all relevant information
Cross-departmental learning
Focus on process and learning

Does the Organisation Culture Reflect
Reward systems-Rewards are consistent with organizational values.

Shared values-Commonly accepted values are well articulated and widely
understood.

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Human-capital focus-Individual high performance (physical, emotional, and
spiritual) is developed and maintained.

Work autonomy and job flexibility-The organization is responsive to
individual life-cycle demands, provides lateral and vertical expansion of skills
and contributions, and is committed to mastery of multiple skills.

Commitment to high quality and customer service-The organization pays
attention to the marketplace, is flexible in its response, and keeps up a dialogue
about needs.

Commitment to communication-Information about vision, strategy, and
direction is shared within the organization, and employee input is elicited and
responded to.

Creation of a community-People feel good about working together.

Effective stress management and career development-People are allowed to
practice self-care to avoid burnout and are supported to find resources to grow at
work
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42
Industrial profile
The Indian Education Industry - Empowering Lives

In terms of demographic profile, India remains one of the youngest nations in the world
with 38.2% of its population in the 0-5 year age bracket. This translates into the Indian
Education system being one of the largest educational systems globally with a network
of more than 1.2 mn schools and around 31,000 Higher education institutes. Education,
being one of the important determinants of human welfare of any nation, the GoI has
accorded priority for the promotion of education especially primary & secondary
education in India. Correspondingly, the governments spend on education as a
percentage of GDP stood at 3% while accounting for 11.3% as a proportion of all public
expenditure. However, the GoI is faced with several hurdles in terms of penetration
across all education segments via: Pre-school, K-12, Higher education etc. as well as
reaching out to the students in tier-III cities and rural areas. The GoI has therefore
emphasised on Public Private Partnership (PPP) in education so as to augment the
literacy rate from 74% as per the Census 2011.

The educational segments i.e. Pre-school, K-12, Information & Technology (ICT) in
schools and Higher education form the important constituents of the Indian education.
Of the same, the Pre-school market in India still remains largely unorganised and under-
penetrated. However, the ease of setting-up of pre-schools as well as the growing
acceptability of pre-school concept in India augurs well for the industry. The K-12
institutes in India largely remain governed by the GoI accounting for 80.2% of the total
13.5 lakh schools in India. Of late, with greater interest evinced by the private
corporates/ trusts / educational societies etc., the share of private institutions in the K-12
space has grown from 18.9% in FY07 to 19.8% during FY11. The scope of ICT in
schools has also gained prominence in recent times through GoIs programmes such as
SarvaShikshaAbhiyan (SSA), ICT @ Schools etc. The penetration of ICT in schools
however remains low especially owing to the slower pace of such roll-outs in the
government owned or aided K-12 schools. In case of Higher education institutes, the
not-for-profit mandate coupled with the requirement of affiliation from multiple
43
regulatory bodies such as UGC, AICTE etc proves to be a roadblock for the entry of
private institutes. However, in view of the rising enrolments in higher education coupled
with the growing variety of educational streams, the private sector participation is
expected to grow to catch in the growing penetration levels.

From a simple numbers perspective, education is one of the largest industries in America
today. This shouldn't be surprising -- currently as many as one out of every four
Americans attends some educational program, be it kindergarten, college or mid-career
training. To cater to this spectacular demand, the industry employs millions of people in
teaching, counselling, administration, and many other roles.
The teaching profession is the face of an education industry that fundamentally furthers
the common good of society. Education is the key for social advancement -- for breaking
cycles of poverty, creating prosperity, promoting peace, and many other things that give
hope and meaning to our experiences as individuals and members of society. At the end
of the day, it all starts with a textbook and a teacher you love.

At the same time, teaching is sometimes perceived as an occupation lacking much
glamour or reward. Sometimes it is disparaged as a career for the unambitious. Nothing
could be further from the truth, and yet there are drawbacks to pursuing a profession in
which the investment of a teacher's time and energy often far exceed the compensation
he or she receives. In some positions, teachers feel lucky to reach just a handful of
students each year -- and the personal rewards of igniting a young mind have to be
enough to sustain a teacher in the face of poor pay, budget cuts, disciplinary issues, and
unsympathetic administrators.

Still, some say that for performative types, teaching is second only to acting -- you're
always on centre-stage. Unlike other industries, in which it's very difficult to get a foot
in the door, all you need to do to set yourself on this promising path is to seek out a
college education and teaching certification. There are plenty of jobs to go
around. Retiring baby-boomers are creating many vacancies, and the growth of new
types of institutions such as charter schools is creating additional opportunities for
aspiring teachers.
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While teaching is the most common career path in education, it's really just the tip of the
iceberg. The industry closely reflects the economy at large, constantly keeping pace
with new skills and knowledge needed by growing sectors. People with an interest in
education are in high demand to consult for educational institutions, to create, develop
and market educational products and services, and to invest in new educational
ventures. Want to test your creativity, challenge yourself, and make a difference? Look
no farther.
CARE Research expects the size of the Indian Education System at US$ 102.1 bn with
CAGR of 11.2% during FY11-15. Apart from the growth of educational segments as
mentioned above, CARE Research expects the other trends such as GoIs orientation
towards PPP, entry of corporates and foreign educational institutions (especially in K-
12 & Higher education), growing focus on the Distance education mode of learning and
growing acceptability of the vocational courses to remain the key drivers to the growth
of education in India.
Education Industry Analysis 2013 Cost & Trends
Education Industry in 2013 at a Glance
The educational services market is large and growing with several types of opportunities
available for franchisees. As of 2008, there were approximately 58,113 establishments in
the industry which earned a combined $19.4 billion dollars in revenue. The industry is
largely fragmented the fifty largest companies represent just 30% of the total revenue
in the industry. In 2006, there were 55.1 million students attending school in grades K-
12, all of whom are potential clients for educational services and that number is
expected to increase to 74 million by 2015. However, an education franchise isnt just
limited to tutoring young people in traditional school subjects like math and science
education franchises extend from traditional school subjects like math and science, to
child care and early education programs, to classes for all ages in career education, art,
dance or even driving.

Industry Overview
The vast majority of revenue in this industry comes from tuition or program fees. Gross
profits tend to range from 60-90% depending on the location and particular course, and
net profit averages out to between 2-10%. Increasing company size has helped
consolidate operations in the educational services field helping to lower fixed costs
and improve overall operational efficiency, both of which are very important to keeping
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businesses in the field healthy and profitable. Finding qualified instructors in any field is
becoming increasingly challenging; it is important to inquire about this when
researching potential franchises. There is a potential danger to some areas of the field in
future competition from online training courses, which are growing more and more
popular as technology spreads although currently most online courses are geared
towards graduate education, many expect the field to broaden as effective programs in
other areas are developed for the internet. In addition, businesses face competition from
free online resources and computer software. Overall, however, the field is expanding
educational services in the United States are forecast to grow by 5% per year over the
next five years. The growth is largely attributed to the growing global competitive
landscape and the emphasis on higher education in the U.S. as more and bluer collar
work is being shipped overseas.

Tutoring and Child Education
Tutoring is a popular franchise option, either based out of the home or at an on-site
location. Tutoring in the United States is a $4 billion dollar industry. The home-based
model employs the franchisee as a broker who acts as an intermediary between
educators and teachers, who provide tutoring, and students, who receive instruction in
any number of subjects. Examples of this model include Club Z
Tutoring and Creative. Because of this role, franchisees dont need to have prior
experience in education. The on-site location based model involves the franchisee
having a centre at which kids come to be tutored or take classes, learning math, writing
and other subjects as well as standardized test preparation two franchises with this
model are Kumon and Huntington Learning Centre. The disadvantage of this model
relative to the home-based model is that, because it requires real estate, it is more
expensive to start.
Some franchises are geared towards younger children and provide a combination of
child care and education. There are about 53,000 for profit childcare facilities with
combined revenue of about $18 billion per year, and 21,000 additional non-profit
facilities which bring in $12 billion per year. About 12 million children under the age of
six were enrolled in child care as of August 2009. Child care is a growing field since
2008, there have been almost 600 new childcare franchises and childcare in urban
markets is expected to increase at a 5% clip. Additionally, the population of children
under five is expected to grow by 50% from 2000 to 2050. These franchises provide
after school child care for working parents while also offering education early
46
education programs for the youngest kids, with math and reading and other school
subject skills for kids who are older but still too young to be left on their own.
In addition, franchises geared towards children extend further than those which handle
tutoring and teaching in traditional school subjects. Child care franchises
include Primrose Schools and Rainbow Station. Arts based franchises are another
avenue. Some franchises instruct children in subjects such as music or painting. Similar
to the options in tutoring, some of these are home-based the franchisee for,
say, Virtuoso Music, manages the music instructors and match them up with students
eager to learn.
Adult Educational Services
Educational franchises arent just for the young. Around 16 million Americans are
enrolled in an educational and training services program. There are several types of
franchises designed to teach or train adults. Occupational training is one area in the
educational industry geared towards adults helping professionals improve what they
do. Franchises are available which help those in business teaching salesmen better
sales techniques (such as Sandler Training) or passing on business, organizational, and
leadership skills (such as Crestcom)and there are franchises designed to teach financial
planning, in general, not just for businesses but for home finance as well.
Driving schools are another adult option the franchisee runs a school with driving
instructors who teach defensive driving, license certification, and other driving
programs. 911 Driving School is one of these. Other franchises are designed to teach
recreational activities, such as dancing or culinary skills (Fred Astaire Dance
Studio, Viva the Chef). This field of leisure education is a multi-billion dollar industry
directed by individuals desires to learn new skills and abilities, but because of this, the
potential downside to these businesses is that they tend to be more closely tied to
personal income than other career or school related businesses which are seen as more
necessary which means that during times of economic downturn, there is a higher
chance for them to suffer financially.
Vocational training is another aspect of the industry. Franchises can serve as jumping off
points for people looking to enter new industries and learn about new careers. For
example, there are franchises which will train and certify an individual to become a
medical technician while also helping them find employment. There are also others to
teach financial trading stocks, options, futures and more.
The advantage of franchising in the educational services area is that the franchisee has
access not only to the positive reputation and brand name enjoyed by these franchises,
47
but also to time-tested educational systems. It allows franchisees to have a role in
education without needing the qualifications or skills to be a teacher him or herself. In
addition, working with a large company offers potential marketing advantages not
available to a smaller company on its own. Purchasing an education franchise is a great
way to succeed financially while also making a positive impact on the community.

Indian Education Market Report
The Indian education market has witnessed a series of developments and changes in the
last few years, which resulted in a significant increase in market size of the education
industry compared to previous years. The present Indian education industry is in its
development stage. With increasing per capita income, national economic growth and
enhanced technology it has become necessary to develop the structure of the Indian
education sector. Private players have taken several initiatives for development of
education infrastructure and quality. The emergence of new segments like e-learning and
V-SAT training is slowly shifting the education market towards new heights
. Indian education market consists of two segments formal and non-formal education
system. K-12 segment has shown tremendous increase in terms of market growth and
revenue from past years and is expected to grow at same pace. Private professional
institutes are expanding with a strong growth rate which has opened the doors for
foreign universities. There is tremendous opportunity in the test preparation market in
India.
The growing IT industry in India is driving IT education and training market as well as
enhanced teaching techniques. Increase in GDP and per capita Income has raised the
enrolment ratio in education sector. Growth in service sector revenues and collaborations
with foreign universities have also driven the sectors growth.
Educomp Solutions, Everonn Systems and NIIT, are the largest players within the space.
Educomps smart class segment constitutes the largest percentage share. In ICT segment,
Everonn contributes major share in terms of revenue growth. NIIT has tied up with
various companies for providing training and skill through e-learning.
The report analyses the Indian education industry with focus on formal and non-formal
education segments. The report also gives an insight into the scope of foreign
collaborations in the sector apart from discussing the key trends, drivers and issues in
the market. It profiles the major players with focus on key strategies adopted by them.
48
Indian Education Industry
The growth in the personal disposable income of the Indians, growing contribution of
the services sector to Indias GDP thereby requiring greater number of qualified youths
and the increasing thrust of the GOI to improve the countrys educational system and
eventually the literacy rates has resulted in manifold growth of the Indian Educational
sector since the last decade. Correspondingly, the countrys literacy rate has improved
from 64.8% during 2001 to 74% as per the Census 2011. With the growing penetration
of educational concepts such as Pre-school, Information & Communication
Technology (ICT) in schools etc. the market size of the Indian Education industry
aggregated US$66.6 bn during FY11. Importantly, over the years, the role of private
sector in education has increased with the setting-up of institutes especially in the K-12
& Higher education segment. Even, the GoI has emphasised on Public Private
Partnership (PPP) in education so as to expand the reach and provide quality education
to students in small towns & villages.
CARE Researchs report on The Indian Education Industry seeks to answer queries
such as: What will be the market size of the Indian education industry by FY15? Which
educational segment, whether Pre-school, K-12 or ICT will be the revenue driver for the
sector? What will be the penetration level of Pre-schools, K-12, ICT& Higher education
in India by FY15?
With comprehensive data coverage spanning the various realms of education in India
garnered through well-established network of primary and secondary sources and CARE
Researchs outlook on the industry up till FY15, the report is indispensable for any
company in the education industry, banks/FIs, policy makers, research & academic
organizations, other international & national agencies etc.

Potential Opportunities in Indian Education Market

The Indian education industry is in its development stage. With economic growth and
enhanced technology it has become necessary to develop the structure of the Indian
education sector. Funds are a major concern in the market though government has taken
many initiatives for the development of education infrastructure which can be fulfilled
49
by private players. The government has opened the doors for foreign universities which
will help in shaping the education industry structure.
The numbers of junior basic schools are highest in the country and there is a strong need
to set up higher secondary schools as well as colleges with a focus on IT education.
Government has set up many ICT schools but still more than fifty percent of the market
is untapped which shows an opportunity for private players. In respect to the countrys
population and number of students, trained teachers ratio is low which emphasizes the
need of training institutes. The growing IT industry in India is driving IT education and
training market as well as enhanced teaching techniques.
The report highlights opportunities prevailing in the Indian education industry. It focuses
on market size of all the segments like schools, colleges, other institutes and ICT
schools. The number of professional colleges highlights the need of new teaching
techniques and bright future of vocational training market. Scope of foreign universities
is a part of the report and it also gives an overview of issues in regard to the foreign
universities entering in India. Competitive landscape is also a part of the report which
tells the level of competition and major players in the market. The report profiles major
players with focus on key strategies adopted by them.

India Education Market Outlook to 2016 - Fast Growing E-learning Segment Set
for Consolidation
The report titled India Education Market Outlook to 2016 Fast Growing E-learning
Segment Set for Consolidation provides a comprehensive analysis on the education
market in India covering various aspects such as market size of the education industry
on the basis of total fee spent on education and market segmentation by age group,
gender and by type of education. The report also entails competitive landscape and
profiles of the major players operating in the industry. The future projections are
included to provide an insight on the prospects in the Indian education industry.
Key Topics Covered in the Report:
The market size of Indian education industry by total fee spent on education
Market segmentation on the basis of Age group, Gender and by type of
Education.
Market size, market segmentation competitive landscape and future outlook of
the Indian education industry
50
Government regulations pertaining to this industry.
Trends and developments pertaining to this industry.
Competitive Landscape and Profile of the major players including Educomp,
Everonn and NIIT
- Cause and Effect Relationship Analysis between industry factors and
expected Indian education industry prospects
- Future outlook and projections of the total fee spent on education of
Indian education industry and its segments in the India till FY2017.
Macroeconomic and industry factors affecting this industry

Products Mentioned:Skill development, pre-primary, kindergarten, child care, nursery,
formal education, teacher training, it training, vocational training, books, ICT,
multimedia, elementary school, K-12, higher education, universities, schools and
colleges

Industry Analysis: Educational Services

The Educational Services Industry is composed of establishments that provide
instruction and training on a wide variety of subjects.
These institutions, including schools, colleges, and universities and training centres, are
either privately or publicly owned. Private institutions may be further classified as "for-
profit" or "not-for-profit". We report on publicly traded, for-profit schools that have a
focus on post-secondary education. According to the most recent data provided by the
U.S. Department of Education, post-secondary education is being provided to about 18.2
million students. Of that population, some 1.4 million are receiving their education
through for-profit schools.
51

Industry Dynamics
Educational Services is widely considered a counter-cyclical industry. That is to say,
typically, when the economy is doing poorly and unemployment is rising, more working
adults, as their career prospects start to dim, decide to upgrade their education. This, in
turn, leads to higher enrolment and increased profit at the schools. We note that
traditional undergraduate education for young students is generally non-cyclical.
Culinary arts schools, however, can be labelled as moderately cyclical. Also, certain
types of educational institutions do perform largely in sync with the broader economy.
For example, providers of information technology instruction benefit in good times,
when companies are likely to boost related investment.
There is a growth element to this industry. Education companies are reporting a trend of
rising demand from working adults. More and more employers are requiring college
degrees for a greater range of jobs. Enrolment rates are tracking higher at most schools.
To an 18-year old, thinking about the future, or a 30-year old without a college degree,
looking for a career boost, diplomas are becoming the standard rather than the
exception.

Profit Generation
Schools are seeing improving enrolment rates in both the traditional and online formats.
Traditional schooling caters to young students that have just graduated from high school.
Online instruction is more tailored to working adults who prefer to attend classes at
evening time or during weekends. Web classes typically carry higher margins than the
traditional classroom setting, since professors can connect to a significantly larger
number of students and there are no direct brick-and-mortar costs. Globalization also
augurs well for the industry. Due to global outsourcing, there is increasing pressure on
workers in developed countries to enhance their skills.
There are two other important trends running in the industry's favor. As the U.S.
continues to transition from a manufacturing-based economy to one heavily reliant on
the service sector, for-profit educators stand to gain from offering courses in information
technology, healthcare and business management. And, companies have the opportunity
to tap an enormous under-educated segment of the world population. Lucrative markets
52
include China, Brazil and other developing nations. A few educators have already
established beachheads in promising overseas regions.

Regulation and Competition
Companies in this industry adhere closely to the Higher Education Act. Compliance with
the Act is critical to maintain accreditation; it provides the ability to operate in various
states. Accreditation allows a school's students to apply for financial aid under Title IV
(low income) of the Act, the Pell Grant, and the G.I. Bill. This is important since a
majority of students receive some sort of aid. Notably, the Act, and other regulation, has
been fairly successful in shutting down and prohibiting "diploma mills", thus ensuring a
fairly high overall quality of instruction.
Competition among these schools for prospective students is intensifying. Expenses of
new-student leads and marketing continue to rise. Barriers to entry in this industry are
significant. It is very expensive for a potential market entrant to build a school from
scratch. The start-up phase can be difficult, especially without a substantial government-
supported student base. Also, IT investment can be complex and quite costly,
particularly for online operations. Financial constraints can limit a school's ability to
expand. Schools prefer to tap the equity market, when their share prices are at elevated
levels, rather than issue debt.

Investment Considerations
There are several things to look for when investing in individual companies in the
Educational Services Industry. Investors should seek schools that have steadily rising
enrolment, which typically leads to strong revenue and earnings growth. Favourable
new-student starts and high conversion rates (from inquiries to enrollment) are good
indicators of a company's prospects. Schools that have tapped or have plans to enter
emerging markets will likely have a "first-mover" advantage and solid long-term growth
potential. Institutions that have a sizeable mix of top-quality online business can better
lever expanding demand at the bottom line.
Capable management is also an important consideration in weighing these stocks for
investment. The industry is susceptible to "headline" risk. An adverse ruling or even just
the hint of an investigation, from the U.S. Department of Education can cause a sharp
decline in valuation. Such problems are frequently the result of inadequate compliance
53
or misleading enrollment figures. If news breaks that a particular company is under
investigation for reporting irregularities, its stock, and those of its peers, could be
affected. Too, a strong, experienced leadership team is necessary when companies
merge. (The industry has undergone substantial consolidation in recent years.) Often,
operating results will suffer from a combination during an initial integration period. A
proven track record strengthens the chance of long-term success.

54

COMPANY PROFILE
Mission of Education Inside
We create awareness in the minds of students; and motivate them for the benefits of
higher education programs in reputed and emerging institutions in India. We find that
it is most beneficial for the students to get exposed to this early in their student life so
they develop the right mindset, ambition, and drive.
There are many factors that can influence the selection of career and educational path by
students. These factors include personal interest, family advice, academic ability, job
trends, earning potential, financial aid, and others.
The selection of a field of study, country, and college/university is a very important
decision that must be made by all aspiring students. This process has a major impact on
the students and their families. Studying in a reputed university can be very beneficial
for students because of hands on industrial exposure, rich entrepreneurial skills & job
opportunities available, etc.
However, even as they prepare to graduate from their school or college, students will
face an overload of information on the Internet; and many confusing choices as to their
next academic steps; and they will also face hurdles to accomplish that chosen next step
without experienced guidance and motivation.
Over the course time, we have helped many students realize their true potential by
joining reputed and emerging universities to pursue their chosen academic path. These
students have then gone on to excel in their professions through jobs or entrepreneurial
ventures.
Education Inside will assess your career and educational situation so that we can provide
you with a view of the brightest future options. We will educate you, answer questions,
and help you to make the right choices so that you can achieve your true potential.

55

Vision of Education Inside
Our organization has a single-minded focus, to guide students to the best possible
schools, thus enabling them to build their future. Using our expertise and vast
experience we can identify the most suitable universities for you. We are the stepping
stones to your future and remember your success is directly linked to our success.
Our Advisors live by a strict code of ethics and a set of values that are not merely
etched in stone but are woven into the very fabric of the organization.
We do not represent any university or institution per se. Our interest lies in YOU, and
finding the University best suited to you. This means that there may be times when we
disagree with your choice or need, and counsel you based on our experience and
knowledge.
Confidentiality: We assure complete confidentiality in all our dealings with you.
Education Inside is pioneer in Education Counseling since January 2009. The group has
members who have been teaching in reputed schools and colleges of Surat and also
associated with a lot of social group for the upbringing of the students of society. In
general our group focuses on emphasizing the core knowledge and learning processes of
executives and decision makers to enable students to contribute better towards building a
successful business, while at the same time reinforcing the vision and ideology of the
vision they work with. The group has always promoted new methods of acquiring
knowledge and qualification aiming at developing and enhancing employability skills as
well as individual personalities of students, we provide program which prepares students
for the 21
st
century corporate culture. We empower our students with capabilities and
skills transform them from students into employable professionals.

The group is involved into following activities:
1. Education counseling.
2. Motivation and corporate training
3. Providing Distance education
4. Tie up with colleges and universities for admission into fulltime programs.
5. Tie- up for student visa for Countries like UK, Australia, Dubai, etc.

56

Our Academic Alliances:

SERVICE DETAILS
Education Inside Edge
Education at your doorstep.
We transform Ordinary into Extraordinary through our passion for excellence in
Education.
More than 25 college and University under one roof.
More than 75 Courses and Degrees
Counseling, keeping students career as the top priority.
Guidance for admission into Top Ranked Institutes of India.
Counseling and Career advise anytime on the website.
Education options which make the student to make him most desirable
candidate for jobs and most
equipped for business.
Assist for Entrance Exam, Group Discussion and Personal Interview
Above all provide Scholarships to deserving or needful students.
57

Placement Assistance after completion of the Program.
Courses Offered
Dual Degree Courses
Integrated Courses
Executive MBA Courses
Masters Courses
P.G Diploma Courses
Bachelors Courses
Diploma Courses
Certification Courses
Industry Courses
Full Time Courses

The UTS Advantage
Universal Training Solutions (uts) is the pioneer in imparting comprehensive
onlineEducation.
UGC, AICTE, and DEC approved.
100% Online support.
Online study material.
No entrance exams.
Online assignments.
Online exams.
Flexibility of exam dates.
Convenient admission.
Multiple fee modes and no hidden charges.

58

Research objectives

To study the various Employee Empowerment systems in the corporate context.

To study both the employees as well as the managements point of view of
Empowerment.

To highlight the significance of the Employee Empowerment systems in the
corporate context and establish the link between Employee Empowerment
system and organizational effectiveness.

To study the degree to which employee empowerment systems are implemented
in organizations.

59

REASERCH AND METHDOLOGY

WHAT IS A RESEARCH?

Research is the systematic and objective search for the analysis of information relevant
to the identification and solution of the specific problem. Research is science and a
Systematic search for pertinent information on a particular topic. In fact research is an
act of scientific investigation.

TYPES OF RESEARCH

Broadly research can be divided into two heads experimental and non-experimental.
Three essential components of experimental research are control, manipulation and
Measurement.

Experimental method of data collection is ideal though not always possible because of
many research problems in the social science and education do not lend themselves to
Experimental enquiry. A little reflection on some of the important variable in
educational

Research intelligence, aptitude, personality etc. will show that they are not
Manipulability. Even, if we avoid non-experimental method we cannot. Non-
experimental research Posses only one component which is measurement. The
researcher does not exercise any Control over the extraneous variable. He simply
measures the effect on dependent Variable as they occur naturally- without
manipulation. This means that this type of Research cannot establish causal relationship.
60

One of the common method of survey is non-experimental research is field survey under
which comes the sample survey. A sample survey is also a form of ex-post factory
Research in which the researchers simply collect the data about certain psychological or
Sociological characteristic of the sample that represents the known population. The
researcher is interested in knowing something about the whole population but cannot
Study the whole population and he only studies the sample drawn from the populations.
The data are sought directly from the respondents by a systematic technique like a
Questionnaire, which is the most popular are widely used technique of data Collection.

A researcher design is the overall plan or programme of research. It is the general blue
Print for the collection, measurement and analysis of data. It includes an outline what an
Investigator can do from writing the hypothesis and their operational implication to the
Final analysis of data. Various uses of having a research design are as follows

1. It provides answers to various questions such as:

What is the object of research?
What data are needed and how will these be gathered?
What will be the time, place and sample of study?
How will the data be analyzed and interpreted?

It acts as a standard and guidepost which helps the researcher in measuring
his/her shortcoming and deviation in actual research later on.

It forestalls the possibility of a fruitless enquiry and act as an Insurance against
future failure.

61

WHAT IS DATA?

Data constitutes the foundation of any analysis. Data is the collection of any number of
related observations. Surveys are the most popular device of obtaining the desired data.
A survey is a process of collecting data from existing population units with no particular
control over factors that may affect the population characteristic of interest in study.
Data is the quantitative or numerical information, which is collected for future Analysis
and interpretation in order to base decision on them.

SOURCES OF DATA

Primary Data Source: -

Primary data source comprises responses to questionnaire and interviews conducted with
Manager, supervisor of all department of the company.

Secondary Data Source: -

Secondary data source is the one that makes available data that are collected by some
other agency earlier. It comprises different books on the human resource.

Preparation of Questionnaire

Much labour and care was taken in designing the questionnaire to maintain the brevity
and Accuracy. The rule is to gather the data you need but not more than is needed,
therefore the number of questions was not more. The questions were such that which
Evoked accurate and desired responses which contained the information sought.
62

The questionnaire was in a structured format in which the questions were asked from the
respondents were very precise and concisely stated in advance, thus Maximizing
standardization. Question provided the subject with the multiple-choice response with
four rating. In order To design a good questionnaire all relevant books on the subject
were consulted. All the Available articles and research work were taken into account.
Exploratory discussion with my guide, who had intimate knowledge of the subject,
helped me never lose sight of the Hypothesis to be tested. Care was taken to relate all
questions intimately to the final Objective of the investigation.

COLLECTION OF DATA

When planning was completed, the survey moved into the field and undertook the
Fieldwork that is distribution and collection of facts. The total number of questionnaire
Distributed were 35 out of which only 25 were taken into analysis, few were not
considered due to incomplete data entry and few questionnaires were not filled.

ANALYSIS OF DATA

Researcher must breathe life into the cold data by skilful analysis and hence need To
follow three steps editing, classifying and analysing the data. The content of the data
obtained in a survey were carefully checked for any possible Inconsistencies and
incompleteness. Then came the careful analysis the data are then Coded and tabulated
according to the rating in the dummy table. And then finally Tabulated data is
interpreted with the help of spreadsheet in excel to reach a final Conclusion.
63

Reason for Selecting Sample Survey:

Sample survey was preferred as the means of data collection to explore the existence of
the perception phenomenon, as a sample survey is extensive in scope. Use of a
Representative sample in a survey reduce problems of sample bias and allow
generalizing the result to the present population. Data collection can take place in any
setting. It is Assumed that the respondents replies generally remain uninfluenced by the
setting in which they are given. Data are obtained directly from the respondent.

Limitation

There are possibilities of the information being biased. Bias can be both deliberate and
Non-deliberate. Non-deliberate bias crept in the form of approximation when
respondent

Were asked to supply information on some past event which they do not exactly
remember. Use of standardized response formats in many questions forced respondents
to subscribe to statements to which they do not fully endorse.

It is not always reliable. The human mind was difficult in recognizing typical items. This
difficulty tends to distort purposive sampling. The Problem was faced as one does

7.6.3-Reason for Selecting Purposive Sampling as the Sampling Method:

It is very simple to draw and involve less fieldwork since those units can be selected
which possess the required knowledge on the topic of the investigation?
Not have the considerable knowledge about the population and this problem gets solved
With the help of my guide.

64

REASON FOR SELECTING QUESTIONNAIRE AS THE DATA COLLECTION
TECHNIQUE

It is relatively inexpensive mode of data collection. It covers wider geographical area at
a relatively low cost per respondent. It presents a Uniform stimulus to all respondent
i.e. each respondent receives an identical Questionnaire. It enables the respondent to
answer question perhaps those of personal or embarrassing nature more willingly
and accurately. It can be answered at the Convenience of the respondent

65
DATA ANALYSIS

1. I usually participate in the decision making process of my organization.
A) Agree
B) Cant say
C) Disagree

INTERPITATION:-more than half of the employess are not participating in decision
making process

40%
0%
60%
NO. OF EMPLOYEES
A B C
Options No. of employees percentage
A 10 40%
B 0 0
C 15 60%
66
2. I am interested in participating in the decision making process of my organization.
A) Agree
B) Cant say
C) Disagree

INTERPITATION:- approx. all the employees want to take part in decision making
process

80%
0% 20%
NO. OF EMPLOYEES

A B C
Options No. of employees Percentage
A 20 80%
B 0 0%
C 5 20%
67

3. I usually consult my boss before taking decisions related to my task.
A) Agree
B) Cant say
C) Disagree

Interpretation

It is observed that all the respondents usually consult their bosses before taking
any key decision related to their tasks.

80%
20%
0%
NO. OF EMPLOYEES
A B C
Options No. of employees PERCENTAGE
A 20 80
B 5 20
C 0 0
68

4. I am very closely supervised in my work.
A) Agree
B) Cant say
C) Disagree

Interpretation
From the above chart it can be inferred that 15 respondents have accepted that
they are closely supervised in their work
0
2
4
6
8
10
12
14
16
A B C
NO. OF EMPLOYEES

Options No. of employees
A 10
B 5
C 10
69
5. I dont like being closely supervised
A) Agree
B) Cant say
C) Disagree

Interpretation

It is observed that 20 respondents do not like being closely supervised at work.

80%
0%
20%
NO. OF EMPLOYEES

A B C
Options No. of employees PERCENTAGE
A 20 80
B 0 0
C 5 20
70
6. Sufficient amount of job related training is provided to me to enable me to take
decisions related to my job.
A) Agree
B) Cant say
C) Disagree

Interpretation

It is observed that many employees dont think that they are provided sufficient
training by their superior

NO. OF EMPLOYEES
A
B
C
A 10
B 10
C 5
71
7. I am interested in working in a fully empowered self directed team.
A) Agree
B) Cant say
C) Disagree

Interpretation

Maximum respondent want to be the member of fully empowered self directed
team in the organisation.
No. of employees
A B
C
A 23
B 0
C 2
72
8. Sufficient amount of information sharing is done in the organization to facilitate
empowerment
A) Agree
B) Cant say
C) Disagree

Interpretation
Maximum employees dont think that they are provided sufficient information by their
seniors

20%
20%
60%
NO. OF EMPLOYEES
a b c
Options No. of employees Percentage
A 5 20
B 5 20
C 15 60
73
9. I am provided with sufficient feedback of my actions and their consequences.
A) Agree
B) Cant say
C) Disagree

Interpretation
Maximum emlpoyees are provided with the feedback from their superiors

0
2
4
6
8
10
12
14
16
18
A B C
NO. OF EMPLOYEES
A 18
B 5
C 2
74
11.If my supervisor was away and I need to immediately take a key job related decision
for which I usually consulted my boss, I will not hesitate to take the decision by myself.
A) Agree
B) Cant say
C) Disagree

NO. OF EMPLOYEES

Interpretation

Above graph shows that less respondent are confident in taking managerial decisions

A
B
C
0
2
4
6
8
10
12
A
B
C
A 5
B 8
C 12
75
12.I am provided with sufficient access to the resources required to carry out my job
independently.
A) Agree
B) Cant say
C) Disagree

Interpretation

Maximum of the employees think that they are provided the resources by their superior
to work indipendently

0 2 4 6 8 10 12 14 16 18 20
A
B
C
NO. OF EMPLOYEES
A 18
B 2
C 5
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13.Sufficient encouragement is provided to excellent performing employees by giving
rewards and recognition.
A) Agree
B) Cant say
C) Disagree

Interpretation

21 employees out of 25 think that they are properly motivated by the organisation by
reward and recognition .
84%
4%
12%
Series 1
A B C
A 21
B 0
C 25
77
14.Every employee of my organization knows what exactly the vision of the
organization is.
A) Agree
B) Cant say
C) Disagree

Interpretation

20 Employees are conform or know the vision of the company ..they are aware about
their organisation vision mission and objectives.
0 5 10 15 20
A
B
C
NO. OF EMPLOYEES
A 20
B 2
C 3
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15.Any given employee can accurately answer the question How is the organization
doing?
A) Agree
B) Cant say
C) Disagree

Interpretation
According to this data, approx. every respondent can define in details about the
working of the compny.it means nothing is hidden in the eyes of the employees
88%
12%
0%
Chart Title
A B C
A 22
B 3
C 0
79

16.Employee empowerment motivates the employees to perform better.
A) Agree
B) Cant say
C) Disagree

Interpretation

21 respondent agree that employee empowerment helps in improving the prformance

80%
8%
12%
NO. OF EMPLOYEES
A B C
A 21
B 0
C 3
80
17.Excellent customer service can be provided by implementing employee empowerment
system within the organization.
A) Agree
B) Cant say
C) Disagree

Interpretation

According to data 60% of employee agree on excellent customer service can be provided by
implementing employee empowerment and 20 % disagree to it.

60%
20%
20%
no. of employees
A B C
A 15
B 5
C 5
81

18.Empowerment brings about a sense of responsibility within the team members and helps
in bringing out new ideas.
A) Agree
B) Cant say
C) Disagree

Interpretation

According to data 80% agree that empowerment bring about a sense of responsibility
within the team member and 20% disagree to it.

80%
0%
20%
NO. OF EMPLOYEES
A B C
A 20
B 0
C 5
82
19.Employee empowerment leads to overconfidence and in turn misjudgment on part of the
subordinates.
A) Agree
B) Cant say
C) Disagree

Interpretation
18 employees agreed that Employee empowerment leads to overconfidence and in turn
misjudgment on part of the subordinates.
72%
12%
16%
NO. OF EMPLOYEES
A B C
A 18
B 3
C 4
83
20. Managers often object to employee empowerment because they perceive that the effort
will take power away from them
A) Agree
B) Cant say
C) Disagree

Interpretation

10 employerees out of 25 agree upon this.

NO. OF EMPLOYEES
A
B
C
OPTION No. of employees
A 10
B 5
C 10
84
FINDINGS

1. Majority of the employees participate in the decision making process of their
organization and most of them are interested in doing so.

2. Most of the employees dont like being closely supervised in their work. They want
to be loosely supervised and thus they are strongly in favor of implementing
empowerment in this regard.

3. Sufficient amount of training is provided to the employees in organizations
implementing empowerment systems. It has been found that organizations value
training highly and sufficient funds are allocated for these training programs. These
programs are aimed at continuously building competencies, skills and capabilities as
organizations believe that the first step towards empowerment is having competent
employees.
4. Sufficient amount of necessary feedback is provided in organizations to the
employees about their actions and consequences.
5. Most of the respondents are in consensus that every employees of the organization
knows what exactly the vision of the organization is and how is the organization
doing. It can be concluded that organizations have done enough to help employees
understand that their work is directly aligned with strategic goals and individual
accountability is maintained all the way along the line to senior management,
customers and stockholders and that they are considered, partners in the business, all
with an eye to the bottom-line implications. This type of environment is very much
essential for empowerment system to be successful.

6. Sufficient amount of information sharing is done in organizations implementing
empowerment. This means that the organizations implementing empowerment give
importance to information sharing and thereby demonstrate confidence in their
employees. It is believed that employees must have sufficient access to information
for them to be empowered.

85

7. Majority of the respondents agree that sufficient encouragement is provided to
excellent performing employees by giving rewards and recognition. Rewards,
recognition and positive feedback are important elements constituting an
empowerment system and their presence implies that the organizations have
implemented an effective empowerment system.
8. Most of the respondents accept that they are provided with sufficient access to the
resources required to carry out their job independently. Again this implies that the
organizations are successful in implementing an effective empowerment system.
9. Majority of the employees surveyed believe that the organization culture supports
risk taking and creativity on the part of the employees, which is a clear sign that the
organizations have implemented an effective employee empowerment system
10. It has also been found out that the majority of the employees in organizations have
only one mentor whom the junior employees can look to for advice, training, and
cultural clues, which is very much essential in an empowered environment.
11. A vast majority of the respondents believe that employee empowerment motivates
the employees to perform better, excellent customer service can be provided by
implementing employee empowerment system within the organization and that
empowerment brings about a sense of responsibility within the team members and
helps in bringing out new ideas. Majority of them do not believe that employee
empowerment leads to overconfidence and in turn misjudgment on part of the
subordinates. From this it can be concluded that most of the employees prefer
empowerment and believe that empowerment would do good for an organization.

86

SUGGESTIONS

INFORMATION ABOUT THE COMPANY AND WORKING:-
Provide proper and full information about the company and working of the
company because without knowing the works no employee can perform better.

INFORMATION ABOUT THE JOB:-
Provide information to the employees about their jobs and way to improve their
skills.

PROVIDE THE DECISION MAKING POWERS-
Giving the power to employees to take various decisions is usefull for the
organization because it only removes the burden on the top management and give
more time to think on other organization matters.

TRAINING TO IMPROVE SKILLS:-
Provide adequate training to employee to develop their skill related to decision
making.

Important to empower the employees because it helps the organization to fill the
future jobs by gaining the trust of the employess and make they work for the
organisation

87

CONCLUSION

Employee empowerment system in the corporate context today seems to be highly
satisfactory. Most of the employees are satisfied with the existing system.

Employee empowerment system is found to be highly significant in the corporate
context. I able to establish link between employee empowerment system and
organizational effectiveness.

Employee wants less interference in their work.

88

BIBLIOGRAPHY

TEXT BOOKS:

1. Human Resource Management and Personnel Management
By Ashwathappa
3RD Edition
TATA McGraw-Hill

2. Human Resource Management and Industrial Relations
By Subba Rao
2nd Edition
Himalaya Publishing House

WEBSITES:

www.hr-guide .com
http://humanresources.about.com/od/employeeempowerment/
http://www.wikihow.com/Empower-Employees
http://smallbusiness.chron.com/employee-empowerment/
http://smallbusiness.chron.com/employee-empowerment/

89

ANNEXURE

EMPLOYEE EMPOWERMENT

QUESTI ONNAI RE

Employee Details
Name (Optional) :_________________________________

Age : _________________________________

Designation :_________________________________

Total number of years of experience: ______________________

For the questions that follow, please tick whichever option you think is applicable

1. I usually participate in the decision making process of my organization.
A) Agree
B) Cant say
C) Disagree

2. I am interested in participating in the decision making process of my organization.
A) Agree
B) Cant say
C) Disagree

90

3. I usually consult my boss before taking decisions related to my task.
A) Agree
B) Cant say
C) Disagree

4. I am very closely supervised in my work.
A) Agree
B) Cant say
C) Disagree

5. I dont like being closely supervised
A) Agree
B) Cant say
C) Disagree

6. Sufficient amount of job related training is provided to me to enable me to take decisions
related to my job.
A) Agree
B) Cant say
C) Disagree

7. I am interested in working in a fully empowered self directed team.
A) Agree
B) Cant say
C) Disagree

91
8. Sufficient amount of information sharing is done in the organization to facilitate
empowerment
A) Agree
B) Cant say
C) Disagree

9. I am provided with sufficient feedback of my actions and their consequences.
A) Agree
B) Cant say
C) Disagree

10.The organization culture supports risk taking and creativity on the part of the employees.
A) Agree
B) Cant say
C) Disagree

11.If my supervisor was away and I need to immediately take a key job related decision for
which I usually consulted my boss, I will not hesitate to take the decision by myself.
A) Agree
B) Cant say
C) Disagree

12.I am provided with sufficient access to the resources required to carry out my job
independently.
A) Agree
B) Cant say
C) Disagree

92
13.Sufficient encouragement is provided to excellent performing employees by giving
rewards and recognition.
A) Agree
B) Cant say
C) Disagree

14.Every employee of my organization knows what exactly the vision of the organization is.
A) Agree
B) Cant say
C) Disagree

15.Any given employee can accurately answer the question How is the organization
doing?
A) Agree
B) Cant say
C) Disagree

16.Employee empowerment motivates the employees to perform better.
A) Agree
B) Cant say
C) Disagree

17.Excellent customer service can be provided by implementing employee empowerment
system within the organization.
A) Agree
B) Cant say
C) Disagree

93
18.Empowerment brings about a sense of responsibility within the team members and helps
in bringing out new ideas.
A) Agree
B) Cant say
C) Disagree

19.Employee empowerment leads to overconfidence and in turn misjudgment on part of the
subordinates.
A) Agree
B) Cant say
C) Disagree

20.Managers often object to employee empowerment because they perceive that the effort
will take power away from them
A) Agree
B) Cant say
C) Disagree

21.I have _____ number of mentors in my organization.
A) 0
B) 1
C) 2
D) More than 2

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