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Employee Empowerment (employee + empowerment)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

Employee empowerment in manufacturing: a study of organisations in the UK

NEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 2 2002
Anna Psoinos
Based on a postal survey and interviews, this paper analyses employee empowerment in the UK manufacturing industry, including how it is pursued and perceived, and the key factors that determine success. Success seems to depend on far-reaching changes in procedures, hierarchies and reward structures. This need to mobilise individual agents and structure reconfirms the agency-structure duality. [source]

An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes

JOURNAL OF MANAGEMENT STUDIES, Issue 7 2005
Peter Lok
abstract Studies on the three types of process improvement programmes (Continuous Improvement, Reengineering and Benchmarking) have appeared many times in the literature. These studies suggest that certain organizational variables act as enablers and their presence or absence can significantly influence success rates. Such studies have tended to examine companies where a single programme has been implemented. In contrast, this paper examines a sample of companies who have experienced all three programmes. Our aim is to compare and contrast each programme's impact on firm performance and identify which organizational variables are common and which are programme-specific enablers of success. We build and test an integrative framework to support our analysis. Our study found that: (1) Reengineering delivered the greatest impact on performance; (2) executive commitment was needed to make this happen; (3) strategic alignment was the major influence on the success rate of Reengineering and Continuous Improvement programmes; and (4) employee empowerment was necessary for each programme to work effectively. [source]

Nurse and resident satisfaction in magnet long-term care organizations: do high involvement approaches matter?

JOURNAL OF NURSING MANAGEMENT, Issue 3 2006
KENT V. RONDEAU PhD
Aim, This study examines the association of high involvement nursing work practices with employer-of-choice (magnet) status in a sample of Canadian nursing homes. Background, In response to a severe shortage of registered nursing personnel, it is imperative for health care organizations to more effectively recruit and retain nursing personnel. Some long-term care organizations are developing employee-centred cultures that allow them to effectively enhance nurse and resident satisfaction. At the same time, many nursing homes have adopted progressive nursing workplace practices (high involvement work practices) that emphasize greater employee empowerment, participation and commitment. Method, A mail survey was sent to the director of nursing in 300 nursing homes in western Canada. In total, 125 useable questionnaires were returned and constituted the data set for this study. Separate ordinary least squares regressions are performed with magnet strength, nurse satisfaction and resident satisfaction used as dependent variables. Results, Nursing homes that demonstrate strong magnet (employer-of-choice) characteristics are more likely to have higher levels of nurse and patient satisfaction, even after controlling for a number of significant factors at the establishment level. Magnet nursing homes are more likely to have progressive participatory decision-making cultures and much more likely to spend considerable resources on job-related training for their nursing staff. The presence of high involvement work practices is not found to be a significant predictor in magnet strength, nurse or resident satisfaction. Conclusion, Merely adopting more high involvement nursing work practices may be insufficient for nursing homes, which desire to become ,employers-of-choice' in their marketplaces, especially if these practices are adopted without a concomitant investment in nurse training or an enhanced commitment to establishing a more democratic and participatory decision-making style involving all nursing staff. [source]