The effects of employee empowerment are many for employees. Some effects are discussed in academic studies of management and organizational psychology, but they also manifest in the lives of workers. Whether you work in a small business, a large corporate environment or a public agency, see that people want to influence the decisions that affect their jobs, and they want to help customers through autonomous decision-making.
Employee empowerment relates to an employee's job satisfaction. It has beneficial effects for employees over the long term, encouraging them to feel more control and independence and to assume responsibility for continuous improvement. Employee empowerment is also a greater organizational value as people build their career in an organization. It is crucial to an established employee's sense of job satisfaction to build on initial feelings of empowerment and perhaps to become more influential over time.
Employees enjoying regular contact with managers can suggest solutions and influence departmental and organizational decisions. This direct input depends on a manager's willingness to listen, and it motivates employees to think strategically about how to improve performance and make the company stronger. Employees want to work for an organizational culture that values employee empowerment.
There are also hidden effects of employee empowerment in the workplace. When managers seek to enhance employee empowerment, they earn the respect of their subordinates. They are rewarded with hard-working, loyal people. This kind of relationship casts a negative pall on managers who use an authoritarian leadership style and get business results but don't exhibit acceptable behaviors. Senior managers should weed out these managers with unacceptable behaviors instead of recognizing their results.
Uproots Old Beliefs
There are other effects of employee empowerment besides employees who take over more responsibility for their work-improving productivity. True empowerment changes the nature of the organizational culture with effects on previously held beliefs in the work culture. For example, managers must adjust to the idea that some of their power will be given to their subordinates. Also, employees at every level must realize that they are not entitled to their jobs just because they are career veterans; in the new culture, they must continue to contribute valuable services to the organization.
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