WHEN FREDERICK TAYLOR first took out his stopwatch and pioneered the concept of scientific management in the early 1900s, most people believed there was one best way to accomplish a given task.
This changed in the 1920s, when companies began to let workers participate in decision-making, and involving them in the management of organizations.
One may argue, however, that empowerment fits well with individualistic cultures such as the West, but will it work in the Philippines?
The Ateneo Center for Organization Research and Development examined the extent to which empowerment is associated with employee performance and job satisfaction among Filipino service workers. A total of 954 front-line personnel from five service sectors, namely hotels, call centers, banks, food and airline, were surveyed.
Does empowerment work?
Our results confirmed that empowerment is associated with both performance and job satisfaction. Empowered employees are likely to be described as high performers by their supervisors. Also, empowered employees are more satisfied with their job.
This is a notable finding because studies have shown that highly satisfied workers tend to be more loyal and committed to their organizations. This has important implications for service organizations, particularly for those in the industries we studied. For example, hotel managers will appreciate having satisfied and committed employees during those slow periods when staffing is low and people are asked to pick up the slack a little bit more. Organizations in industries characterized by rapid employee turnover, such as call centers, may gain some advantage in retaining staff if their empowerment programs lead to greater satisfaction and loyalty among their workers.
Creating an empowering organization
Given the promise of empowerment--the next, and perhaps more challenging question is "how does one create an empowered organization?" Creating an empowering organization requires a vision that is shared by all. This also implies organizations are part of the planning process and that there is alignment between individual, team and organizational goals.
Empowerment also requires a certain culture--one that strives for excellence, allows people to take risks, and provides support for people. Even when there is team spirit, people will not put their necks on the line if they do not feel safe about doing so.
On the other hand, empowerment requires the absence of bureaucracy that will dampen initiative. Thus, self-directed work, team management, flat organizations and autonomy are some ways to support empowerment. This also implies that accountabilities and decision-making can be done at the lowest possible level in the organization.
Communication of expectations and boundaries are important in order that employees are confident about what they can or cannot do. Sharing best practices and providing venues for employee opinions are important in creating a culture of empowerment.
Rewards systems are also crucial in reinforcing desirable behaviors such as making suggestions, taking the initiative to meet customer needs.
Organizations also need to ensure that they provide adequate training so employees will have both the capability and self-confidence to make decisions. Front-liners need to know what is expected of them and what they can and cannot do. Beyond providing front-liners with customer service skills, companies need to hone their problem-solving and decision-making skills as well.
Just as important, an empowered employee requires a leader who is empowering--one who is not threatened with having to share authority and who will allow people to take risks and make mistakes.
(This article is an abridged version of a study featured in the Ateneo Cord's book, "The Way We Work" (Ateneo de Manila University Press, 2005). Feedback at ateneocord@admu.edu.ph.)
