I am actually going to look at two areas, Empowerment in combination with Delegation. Not only do I think I can improve in these areas but it will also improve the well being of my employees. I want people to feel about work how I did a few years back. You learnt and contributed as much as you could. You did not clock watch' and you were eager and hungry for more work I believe I was an empowered employee.
The long hours I have been working has lead me to believe I need to empower my employees and also delegate successfully to them. When I actually go on holiday I find myself at work very late trying to tidy up' so I can go with a clear conscious. I find myself sharing more information in the day before I go on holiday than the previous months. I need to communicate this information when empowering and delegating to my employees.
Other incidents include projects not completed to my satisfaction and then I end up having to spend my time getting them to my standard. I would think these instances could be minimised with more planning, better communication of goals and desirable outcomes and more reporting when delegating projects and tasks.
As mentioned before I believe an empowered employee is a stronger employee and will handle upcoming change and other stressful events in a more productive and better way. I want my employees not to be bored by their work. I don't want work to be seen as a chore. I want them learning and improving their skills for bigger challenges in the future.
I know deep down I must improve my communication level to motivate and empower my employees this was one area that was highlighted in the PAMS questionnaires.
Perceived benefits for empowerment are employees have a more of a just do it' attitude (better self discipline), more participative, higher quality products and services, better teamwork, less stress, less absenteeism, an enhanced company, employees will be more fulfilled and more of a focus on learning. (Hill and Huq, 2004) and (Paul, Niehoff & Turnley, 2000)
Also the workplace should benefit as well it should have clarity of purpose, better morale, fair, more teamwork, better communication and a healthier environment (Jaffe, 1991, pg 23)
Successful delegation should have the following benefits more work accomplished, deadlines easier to meet, employees more involved, assigning authority makes control easier, employees grow, compensation can be more directly related to performance, the manager has more time for planning organising, motivating and controlling. Manager is also freed to do those tasks only he or she can do. (Maddux, 1998, pg 12)
I want my employees to feel empowered and act as empowered employees within our organisation. I want to create the feeling in myself that I am holding my employees back and they are always pushing and striving to improve themselves and enhance the company. I see empowerment of my employees as medium to long term goal.
On the delegation side of things I want to change my job to more of a managing role than a doing role'. I want projects and tasks to be completed in a timely fashion and to a high standard whilst improving the skills of my team. I want to make sure information is shared and there is not bottlenecks within our team. The delegating and better communication when delegating is a short-medium term goal.
These objectives should be able to be measured by less time stressors in the workplace, better attendance, more team interaction, less sick days and recognition from peers within and outside the department.
The Personal Development Plan
For empowerment I plan to prepare myself and become more self aware of the communications and behaviours I display to my associates. This should not only be at a level below but to all of my direct lines of communication upward, laterally and downward.
The principles I will follow and take on board are as follows, I will try to be more...
Bibliography: Carlopio, J. Andrewartha G. and Armstrong, H. 2005, Developing Management Skills, Prentice Hall, Australia
King, A S & EhrHard BJ,1997 Empowering the Workplace: a commitment cohesion exercise, Empowerment in Organizations, Vol 5, #3, pg139-150 MCB University Press
Hill, F & Huq, R, 2004, Employee Empowerment: Conceptualizations, Aims and Outcomes, Total Quality Management, Vol. 15, No. 8, 1025-1041, October
Jaffe, DT, 1991, Empowerment: Building a Committed Workforce, Crisp, California, ebook
Jenks JM & Kelly, JM, 1985, Don 't Do. Delegate!, Kogan Page, London
Maddux, RB, 1998, Delegating for Results, Crisp, California, ebook
Menon, ST, 2001, Employee Empowerment: An Integrative Psychological Approach, Applied Psychology, Vol 50, pg 153-180
Paul, RJ, Niehoff, BP & Turnley, BH, 2000, Empowerment, expectations, and the psychological contract – managing dilemmas and gaining advantages, The Journal of Socio-Economics, Vol 29, pg 471-486, North Holland
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