HUMAN

BEHAVIOR
ON
ORGANIZATION
EDUM 562

Professor: Mr. Jonathan Despi

 CHAPTER 8
EMPOWERMEN
T
And
CHAPTER 8
THE NATURE OF
EMPOWERMENT
AND

PARTICIPATION
EMPOWERMENT
 Is any process that provides
greater autonomy to employees
through sharing of relevant
information and the provision of
control over factors affecting job
performance.
EMPOWERMENT
 It helps remove the conditions that cause
powerlessness while enhancing employee
feeling of self-efficacy.

 Authorizes employees to cope with

situations and enables them to take
control of problems as they arise.
EMPOWERMENT
Five broad approaches to
empowerment:
1) Helping employees achieve job mastery

2) Allowing more control

3) Providing successful role models

4) Using social reinforcement and persuasion

5) Giving emotional support

PARTICIPATION
 It is the mental and emotional
involvement of people in group
situations that encourages them to
contribute to group goals and share
responsibility for them.
PARTICIPATION
Three important ideas:

 INVOLVEMENT

 CONTRIBUTION

 RESPONSIBILITY
PARTICIPATION
 INVOLVEMENT

- participation means meaningful involvement

rather than mere muscular activity.

EGO-INVOLVED
- a person who participates
PARTICIPATION
 IDEAS (Motivation to contribute)

- Employees are empowered to release their

own resources of initiative and creativity
toward the objectives of the organization.

- it improves motivation by helping employees

understand and clarify their paths towards
goal.
PARTICIPATION
 Acceptance of Responsibility

- participation encourages people to accept

responsibility in their group’s activities.

- When we talk about their organization, they

begin to say “we” not “they”.

- When they see a job problem, it is “our”, not

“theirs”.
How participation works?

Involvement
 Mental
 Emotional
 Two views of Power and
Influence
Autocratic View Participative View
Power Power
 Is a fixed amount  Is a variable amount

 Comes from the  Comes from people

authority structure through both official
and unofficial
channels
 Is applied by
 Is applied by shared
management
ideas and activities
in group
 Prerequisites for Participation

 Adequate time to participate

 Potential benefits greater than cost
 Relevance to employee interests
 Adequate employee abilities to deal with the
subject
 Mutual ability to communicate
 No feeling of threat to either party
 Restriction to the area of a job problem
 - When employees want more participation
than they have, they are “participatively
deprived”.

- When they have more participation than

they want, they are “participatively saturated”
Responsibilities of employees and
Managers
 Be fully responsible for their actions and their
consequences

 Operate within the relevant organizational

policies
 Be contributing team members

 Respect and seek to use the perspective of

others
 Be dependable and ethical in their empowered
actions
 Demonstrate responsible self-leadership
 Benefits of Participation
 Participation tends to improve motivation
because employees feel more accepted by
their employer and more actively involved in
the situation.
 Once the organizational culture is changed,
then the system as a whole becomes more
effective.
SERVANT LEADERSHIP
Several key behaviors of a servant leader:

 They listen actively and empathetically.

 They engage in introspection to understand

better their own attitudes and feelings.
 They treat others with respect, as equals
SERVANT LEADERSHIP
Several key behaviors of a servant leader:

 They admit mistakes, confess their own

vulnerability, and ask for help from others.

 They seek to engage in dialogue and often

paraphrase to ensure understanding.

 They affirm the worth and contributions of

each participant.
SERVANT LEADERSHIP
Several key behaviors of a servant leader:

 They are willing to admit mistakes and ask for

help.
 They build trust by articulating their values and
acting consistently with them.

 They place great emphasis on helping other

people succeed.