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Introduction to Human Resource Development
Defining HRD





Provides opportunities for employees to learn personal and organisational skills
To enhance their capabilities of perform the tasks required
To meet current and future demand
HRD activities should begin when an employee joins an organisation and continue
throughout his or her career, regardless of whether that employee is an executive or a
worker on an assembly line
 HRD programs must respond to job changes and integrate the long-term plans and
strategies of the organisation to ensure the efficient and effective use of resources
...
In most organisations,
however, training or human resource development is part of a larger human resource
management department
...

 Equal employment opportunity activities are intended to satisfy both the legal and
moral responsibilities of the organisations through the prevention of discriminatory
policies, procedures, and practices
...

 Compensation and benefits administration is responsible for establishing and
maintaining an equitable internal wage structure, a competitive benefits package, as
well as incentives tied to individual, team, or organisational performance

Mr
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 Human resource development activities are intended to ensure that organisational
members have the skills or competencies to meet current and future job demands
...

 Performance management and performance appraisal system are used for establishing
and maintaining accountability throughout the organisation
...

The original HR wheel from McLagan identified three primary HRD functions:
(1) Training and development
a
...

b
...

c
...

d
...
e
...

e
...

f
...
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(2) Organisation development
a
...

b
...
The role of the HRD professionals involved in an OD intervention is to function
as a change agent
...
Facilitating change often requires consulting with and advising line managers on
strategies that can be used to effect desired change
...

a
...
”
b
...

c
...

d
...

The relationship between the HRM and HRD
 HRM is the large system in an organisation
...
HRD is
an ongoing process and it is development oriented, aiming to enhance both personal
and professional growth

Mr
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But HRD believes that the improvement in the
performance would be the result of the continuous increase in its activities
...

HRD Strategy







Communication
Accountability and ownership
Quality
Cost reduction
Systematic training
Learning

HRD Process








Step 1: Getting the big picture
Step 2: Developing a mission statement
Step 3: Conducting a SWOT analysis of org
Step 4: Conducting a detailed HR analysis
Step 5: Determining critical people issues
Step 6: Developing consequences and solutions
Step 7: Implementation and evaluation of action plans

HRD Process Framework
 Assessment
o HRD interventions identify and address some needs or gaps within
o A need is a current deficiency or demand for org to change its operation

Mr
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Organisational Structure of the HRD Function
 Human Resource Director
o Labor Relations Manager
o Training and Development Manager
o Administrative Manager
Varied Roles of a Human Resource Manager
 Supervisor - Oversees the employees in his own department over whom he exercises a
direct line of authority
...

 Adviser – He serves as counsellor, guide, and confidant to management
...

 Negotiator - He usually asked either to represent management in negotiating labor
contracts or to attend negotiations with unions in an advisory capacity
 Educator - His educational functions are to sell the employees’ point of view to the
employers and supervisor
...

 Employee Counselor - One of the functions of a Hr manager is employee counselling
...

 Public Relations Man - The HR functions require him to deal with various publics of the
company
...
A functional role is
a specific set of tasks and expected outputs for a particular job

Mr
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 HRD professionals then make use of these foundational competencies as they develop
particular areas of expertise
...

 Finally, the top of the pyramid shows four key roles for HRD professionals: learning
strategist, business partner, project manager, and professional specialist
...

The HRD Executive/Manager
 HRD executive/manager has primary responsibility for all HRD activities
...

 If the organization has both the HRM and a HRD executive, the HRD executive must
work closely with the HRM executive as well
...

 The outputs of this role include long-range plans and strategies, policies, and budget
allocation schedules
...

Other HRD Roles and Outputs for HRD Professionals (Just read as a general idea)
 The HR strategic advisor consults strategic decision makers on HRD issues that directly
affect the articulation of organization strategies and performance goals
...

 The organization change agent advises management in the design and implementation
of change strategies used in transforming organizations
...

Mr
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 The instructor/facilitator presents materials and leads and facilitates structured
learning experiences
...

 The performance consultant (or coach) advises line management on appropriate
interventions designed to improve individual and group performance
...
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 HRD professionals must provide a range of learning opportunities for employees of all
levels
Facilitating Organisational Learning
 One challenge for HRD professionals is to facilitate the transition of traditional training
programs to emphasis on learning principles and tactics, on how learning relates to
performance, and more importantly, on the relationship between learning and
fundamental change
...

Addressing Ethical Dilemmas
 Recent business scandals pose questions for organization, society and business
education
Learning and Instruction
Definition of Learning (and its aspects)
 Learning is defined as a relatively permanent change in behavior, cognition, or affect
that occurs as a result of one’s interaction with the environment
...

o First, the focus of learning is change, either by acquiring something new (skill in
conducting meetings) or modifying something that already exists
...

o Third, the focus of learning can include behavior, cognitions, affect, or any
combination of the three
...

o Finally, learning results from an individual’s interaction with the environment
...


Mr
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Association is the
process by which two cognitions become paired together, so that thinking about one
evokes thoughts about the other
...
They are:
o Contiguity Objects that are experienced together tend to become associated
with each other
o The Law of Effect The law of effect states that a behavior followed by a
pleasurable consequence is likely to be repeated
...

 Many of the researches that demonstrated these principles were conducted in tightly
controlled laboratory settings using artificial tasks, which limit the applicability of the
findings to many “real-world” training settings
...

o Task Sequencing The learning situation should be arranged so that each of the
component tasks is learned in the appropriate order before the total task is
attempted
...


Mr
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o Trainability focuses on the trainee’s readiness to learn and combines the
trainee’s level of ability and motivation with his or her perceptions of the work
environment
o This formula illustrates that a trainee must have both the motivation and the
ability to learn; if either of this is lacking, learning will not occur
...

o The way in which individuals view their own ability (as a fixed entity or an
acquirable skill) affects anxiety level, efficacy perceptions and the learning of
declarative (factual) knowledge
...

o A number of other factors have been found to increase the individuals’
motivation to participate in and learn from training
...

o Characteristics of the organization (e
...
, policies and guidelines regarding
training participation) have been linked to participation in developmental
activities
Training Design
 Training design involves adapting the learning environment to maximize learning
...


Mr
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o Massed is a learning with no intervals or short intervals between successive
bouts of learning
 Whole VS Part Learning
o Whole is a learning method wherein the complete block of material is
memorized
o Part is a method of learning in which the individual divides up the task
...

 Knowledge of results
o Feedback of information: to a subject about the correctness of [their] responses;
a student about success or failure in mastering material, or a client in
psychotherapy about progress
 Task Sequencing
o Suggests that tasks and knowledge can be learned more effectively if what is to
be learned is divided into subtasks that are arranged and taught in an
appropriate sequence
...
It is usually important that newly learned material is retained
...
The meaningfulness of material is the extent to which it is rich in associations for
the individual learner
...
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b
...

c
...

b) Degree of original learning
a
...
Though this is not surprising, it does reinforce the research on overlearning, massed versus spaced practice, and whole versus part learning as ways
to ensure initial learning
...
Interference can also affect the extent to which learning is retained
...
First, material or skills learned before the
training session can inhibit recall of the newly learned material
...

d) Transfer of training
a
...
A main goal of HRD is to ensure that
employees perform their jobs effectively
...

The transfer of training to the job situation is critically important to the success
of HRD efforts
...
can take different forms
i
...

ii
...

iii
...
Negative transfer may be unlikely, but the detrimental effect
inference can have on learning and performance

Mr
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Some people progress more quickly than others, and
individual learners may even progress at different rates during the same training
program
...
A learning curve
is plotted on a graph with learning proficiency indicated vertically on the y-axis and
elapsed time indicated horizontally on the x-axis
...

 When implementing a new HRD program, plotting learning curves can be used as a
baseline for communicating expectations of progress to future trainees and trainers,
and as aids in scheduling and planning future sessions
...

 Because of the complex nature of the learning process, there are opportunities for
individuals’ differences and preferences to emerge
...

 Kolb proposed four basic modes of experiential learning:
o Concrete Experience (CE)
 An intuitive preference for learning through direct experience,
emphasizing interpersonal relations and feeling as opposed to thinking
o Abstract Conceptualisation (AC)
 A preference for learning by thinking about an issue in theoretical terms
...

o Active Experimentation (AE)
 A preference for learning something by actually doing it and judging its
practical value
...
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 Kolb argues that an individual’s learning style often combines two modes of learning,
such as abstract conceptualization and active experimentation (thinking and doing)
...

 Convergent
o A combination of abstract conceptualization and active experimentation
(thinking and doing), with a focus on problem solving, decision making, and the
practical application of ideas
 Accommodative
o A combination of concrete experience and active experimentation (feeling and
doing), this style is usually demonstrated by accomplishment, expecting plans,
and involvement in new experiences
...
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Kolb’s Learning Styles (SH)

Employee Skills and Technical Training
Different types of skills
Basic skills/literacy education
 Upgrading reading, writing, and arithmetic
Technical training
 Upgrading a wide range of skills
Interpersonal skills training
 Communication and teamwork
The Skills Gap
The difference between the skill requirements of available jobs and the skills
possessed by job applicants
Mr
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Two characteristics are common:
 Aptitude tests
 Small-group or one-on-one tutoring
Problems with Basic Skills Training Programs
HRD professionals think the lack of literacy is a problem that affects many people
...

Mr
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Introductory
 Focuses on basic tasks
 Overcomes fear of computers
Applications
 Specific software used by company
 Provided “as needed” for position
Computer Training Issues
Self-Efficacy
 Individual’s belief that he/she can successfully perform the task
Cognitive Playfulness
 Spontaneity, imagination, and exploratory approach brought to learning
Training Format
Technical/Skills Training
Most are specific to job, process, or equipment
Can be general, such as new policies and procedures on waste disposal
Different Levels of Skills Training
Entry-level
 Basic skills and procedures
Advanced Training
 Update employee skills
 Specific skills improvement

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 Start-up costs for new employee
 Likelihood of retention
 Replacement costs
Organizational Socialization Defined
“The process by which an individual acquires the social knowledge and skills
necessary to assume an organizational role
...

Dimensions of Organizational Roles
Inclusionary – social dimension (e
...
, outsider, probationary, permanent status)
Functional – task dimension (e
...
, sales, engineering, administrative)
Hierarchical – rank dimension (e
...
, line employee, supervisor, management, officer)
Role Situations
Role – a set of behaviors expected of individuals holding a given position in a group
 Role overload – more than can be reasonably expected from an individual
 Role conflict – unclear expectations from others – mix massages
 Role ambiguity – role itself is unclear
 Common in newly created positions
 It relates to stress – relate to job satisfaction, job performance,
turnover, absenteeism
Socialization Categories
Preliminary learning
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Setting of realistic expectations
Determining a match with newcomer

Encounter
Formal commitment made to join the organization
“Breaking in” (initiation into the job)
Establishing relationships
Roles clarified
Change and Acquisition
New employee accepts group norms and values
Employee masters tasks
Employee resolves any role conflicts and overloads
What Do Newcomers Need?
Clear information on:
 Expectations
 Norms
 Roles
 Values
Assistance in developing needed KSAOs
Accurate help in interpreting events
Effects of Realistic Job Preview
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When there are more applicants than jobs
When recruits lack necessary information
When replacement costs are high
Employee Orientation Programs
Reduce newcomer stress
Reduce start-up costs
Reduce turnover
Expedite/speed up proficiency
Assist in newcomer assimilation
Enhance adjustment to work group and norms
Encourage positive attitude
Orientation Program Content
Information about company as a whole
Job-specific information
Company Information
Overview of company
Key policies and procedures
Mission statement
Company goals and strategy
Compensation, benefits, safety
Employee relations
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 Help learn norms of the work group and organization

Orientation and the HRD Staff
HRD staff designs and implements new employee orientation program
HRD schedules participation by various level of management
HRD staff evaluates orientation program and implements needed changes
Common Problems in Employee Orientation
Too much paperwork
Information overload
Information irrelevance
Scare tactics
Too much “selling” of the

organization

Too much one-way communication
One-shot mentality
No evaluation of program
Lack of follow-up
Designing and Implementing an Orientation Program
Set objectives
Research orientation as a concept
Interview recent new hires
Survey other company practices
Mr
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 Improving/maintaining worker performance
Same techniques are used, especially coaching
Same kinds of analysis and planning needed

Overview of Counseling Programs
Problem Identification
Screening device
Absenteeism records
Supervisor’s observations
Referral
Voluntary participation
Education
Pamphlets, Videos, Lectures, Unsolicited, Television, Radio, or Other media
Counseling
Needs a non-threatening person with whom the worker can discuss problems
and seek help
...
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Needed to:
Ensure the employee is indeed carrying out the treatment
Obtain information on employee progress
Ensure that referrals and treatment are effective

A Caution About Employee Counseling
All six approaches are not always needed
The following issues drive which approach is taken:
 Type of problem identified
 Appropriate response
 Available resources
Who Provides Employee Counseling?
Depends on the organization and organizational culture
Can be done using:
 Corporate resources (In-house)
 Outside resources (Out-of-house)
In-House Efforts

Contracting Externally (Out-of-House)

Mr
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Items of Importance
Extent of substance abuse and mental health problems faced by companies
Approaches to employee assistance
Effectiveness of EAPs in treating substance abuse and mental health problems
Why Care About Mental and Emotional Problems?
Problems can cause:
 Absenteeism
 Poor performance and work habits
 Low job satisfaction
 Indecisiveness
 Interpersonal conflicts
 Violence and aggressive behaviors at work
EAP Approach to Resolving Employee Personal Problems
Basis of the EAP approach:
Work is very important to people
Work performance can help identify an employee’s personal problems
Employees can be motivated to seek help
Characteristics of the EAP Approach
Problem is defined in terms of job performance, rather than in clinical terms
Supervisors monitor employees to identify changes in workplace behavior that
indicate potential problems
Behavior Problems Indicating Possible Substance Abuse
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 Costs vs
...
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Promotes physical fitness and other nonstress issues:
 Obesity
 Smoking
Helps control healthcare costs
Exercise and Fitness Interventions
Most popular interventions
Even modest exercise helps prevent disease
Research shows effectiveness
Problem: Getting those who would benefit the most to exercise
Issues in Employee Counseling
Effectiveness of programs
Legal issues
Who is responsible for counseling?
Ethical issues
Unintended negative outcomes
Effectiveness of Counseling
Determine organizational demographics
Determine expected participation rates
Estimate start-up and maintenance costs
Implement test and tracking system
Measure pre- and postprogram
Mr
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Performance Management and Coaching
Introduction
 Most employees already know what they should do and how to do it
...

 If the problem does not go away, the employee must be stupid, lazy, or have a “bad
attitude
...

The Need for Coaching
 Too many managers use a negative approach to managing behavior
...

 Sometimes the only time the supervisor talks to a worker is when there is a problem
...
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Coaching – A Positive Approach
 An active and positive management approach
...

Performance Management and Coaching
 Performance appraisal
 The first step
 Performance management
 Employee goal setting
 Coaching
 Rewards
 Individual development
Definitions of Coaching
 No single accepted definition
...

 A process to encourage employees to:
 Accept responsibility for their actions
 Achieve and sustain superior performance
Mr
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 Can use all information on hand
...

 Has authority to carry out coaching
...

HRD Professional’s Coaching Role
 Provides training for coaches
...

 Provides organizational development support
...

Coaching to Improve Poor Performance
 Defining poor performance
 Responding to poor performance
 Conducting a coaching analysis
 Using the coaching discussion
Defining Poor Performance
 Definition: “Specific, agreed upon deviations from expected behavior
...

 Standards and expected levels of performance must be known by the supervisor and
the worker
...
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Types of Standards
 Absolute
 Same scale or standard is applied to all subordinates
...

Deviant Workplace Behavior
 Production deviance
 Working slowly, leaving early
 Property deviance
 Sabotage, lying about hours worked
 Political deviance
 Showing favoritism, gossiping
 Personal aggression
 Harassment, abuse, stealing, etc
...

 Different actions are likely based on internal versus external attributions
...

 Supervisor may overlook other causes
...
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 The process of analyzing the factors that contribute to unsatisfactory performance
...

Steps to Follow in Conducting a Coaching Analysis
 Identify the unsatisfactory performance
...

 Find out if the worker knows that their work is not satisfactory
...

 Mutually discuss alternative solutions to the problem
...
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 Mutually agree on actions to be taken
...

 Recognize achievement when it happens
...

 Goals must be mutually understood and agreed upon
...

 Terminate for sub-standard performance
...

 Use:
 Goal Setting
 Job redesign
 Worker participation
 Job ownership
Manager-Coach Responsibilities
 Provide evaluation
 Self-evaluation can be difficult
...

 Manager-coach can:
Mr
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 make suggestions for improvement
...

Skills Needed for Effective Coaching
 Communication skills
 Writing
 Speaking
 Active listening
 Interpersonal skills
 Show respect for the individual
...

 Not on the past!
 Be objective
...

 Affirm the efforts of others
...

 Can be measured in many ways
...
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 Some coaches ARE better than others
...

Performance Appraisal Interview
 Major source of employee feedback
...

 Allows the coach to affirm his/her support
...

 Focus on the problem, not the “personality”
 Time to mutually set next period’s goals and objectives
...

Training the Supervisor/Appraiser
Effective training:
 Helps the appraiser to be credible
...

 Helps provide accurate feedback
...

Organizational Support
 Organization needs to support their coaching and performance management efforts
...

 Needs to be part of the corporate culture
...

Mr
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 Worker helps set goals for improvement
...

 Coaches are supportive and helpful
...

 Coaches need support and training
...
”
 However, it is useful to distinguish between two sets of activities that can be
subsumed within career development: career planning and career management
Career planning
 “a deliberate process of 1) becoming aware of self, opportunities, constraints, choices,
and consequences, 2) identifying career-related goals, and 3) programming work,
education, and related developmental experiences to provide the direction, timing,
and sequence of steps to attain a specific career goal
...
”
Why is this happening? - Changes in Environment (such as…)
 In the mordern employment environment, the availability of careerenhancing
assignments and career management activities can be used both as a recruitment tool
to attract employees and contingent workers to work for the organizations, and as a
motivational tool to gain their full effort, commitment, and creativity
...
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 What should change, and what is changing, is that the organizational career
development should be designed to fit the responsibilities and needs of both
individuals and organizations, providing the opportunities both need to prosper in a
dynamic environment
...

o These activities include assessing possible occupations, selecting an occupation,
and obtaining the necessary education
...

o The choices one makes during this stage represent initial decisions rather than
final ones, and establish the first direction of the individual’s career
...
2: Organizational Entry (Age 18-25)
o At this stage, the individual selects a job and an organization in which to begin
employment in the chosen career field
...

o Among the obstacles the individual faces in this stage are initial job challenge (is
it sufficient?), initial job satisfaction (typically lower than at later career stages,
due to the disparity between initial expectations and organizational realities),
and organizational socialization (becoming an insider)
...


Mr
...
e
...

o Successful resolution of these challenges can result in job satisfaction,
advancement in terms of position and responsibility, and increased financial and
social rewards
...

 Stage 4: The Midcareer (Age 40-55)
o Following Levinson, the midcareer stage begins at the same time as the midlife
transition
...

o The individual may reaffirm or modify The Dream, make choices appropriate to
middle adulthood, and remain productive at work
...

o The crisis may be severe for some and not even seen as a crisis by others
...

o As stated earlier, the individual who successfully resolves these challenges will
remain productive, while one who does not will experience frustration and
stagnation
...

o First, he or she must strive to remain productive and maintain a sense of selfesteem
...

o Second, this individual faces the challenge of disengaging from work and
retiring
...

o Given current trends In the Social Security system, the abolition of the
mandatory retirement age for most jobs, and questions about the management
Mr
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o Rather than facing retirement, the individual may have to face occupational
change at an age at which his or her parents were dealing with a shift from work
to non-work
...

Note:
 This model is useful for identifying the normal, or typical, sequence of events and
experiences that occur within one’s working life
...

 Even though the ages will vary, many of the challenges are likely to stay the same, but
the individual will perceive and respond to them in light of the other issues he or she is
facing at that particular stage of life
...

 This model suggests that there are four different patterns of career experiences, called
career concepts
...

 Distinctly different sets of motives underlie each of the four concepts
...

Mr
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o Transitory — A progression of frequent (three to five years) moves across
different or unrelated jobs or fields; untraditional; motives include variety and
independence
...
employee self-assessment tools
2
...
organizational-potential assessment processes
o Organizations have a vested interest in ensuring that they have individuals
available who are ready to fill the key positions when these positions become
vacant
o Potential ratings are similar to employee performance evaluations
...
They measure
multiple dimensions, and include a summary or overall rating of the employee’s
potential for advancement
...
This method requires the rater to judge whether an employee is
likely to be successful in the job requiring skills he or she may not currently use
...
” In an
assessment center, small groups of employees perform a variety of exercises
while being evaluated by a group of trained assessors
...
The exercises
should measure relevant skills and aptitudes for a given position
...
Assessors should be specifically trained for this task
...
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overall judgment about the assessee’s promotability
...
The feedback from a developmental
assessment center can be used by the employee to develop career goals and a
plan for future development
...

o Succession planning is a third way of conducting potential evaluations
...
It requires
senior managers to identify employees who should be developed to replace
them
...
If potential evaluations are made known to the
employee and his or her superiors, this information can be used to create a selffulfilling prophecy
...
If succession plans are not communicated to the employee, the
organization runs the risk of a mismatch between the employee’s career plans
and its plans for the employee
...
internal labor-market information exchanges
o Employees engaged in career planning, need accurate environmental
information in addition to an accurate self-assessment
...

o Job posting is one of the most common career development activities
...
In a typical job posting program, the
organization publishes the job description, job requirements, pay range, and an
application procedure for vacancies, and it provides a form for employees to
submit
...
Increasingly, such postings are done online,
using the organization’s website or intranet
...
Job posting systems are widely
used in both government and private organizations
...
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o However, job posting systems can also create problems if employees suspect
that only low-level or undesirable positions are being posted, or if the job
requirements listed are rigged to ensure that an “inside” candidate is the only
one qualified for a position
o A career path is a sequence of jobs, usually involving related tasks and
experiences that employees move through over time
...
Career paths communicate to
employees possibilities for job movement
...

o A skills inventory is a database that contains information about employee skills,
education performance evaluation, and career preferences
...
HRD professionals
can use this information during the needs assessment phase to identify the
capabilities of the workforce and pinpoint any skill shortages that should be
addressed
...
Potential shortcomings of voluntary self-reports
include the possibility of incomplete, inaccurate, or outdated information
5
...
One survey revealed that
organizations primarily use HR professionals, supervisors, or line managers as
career counselors
...

Outplacement counseling focuses on assisting terminated employee in making
the transition to a new organization
o Preretirement counseling and workshops involve activities that help employees
prepare for the transition from work to nonwork
...
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great uncertainty on both the personal and the financial level
...

They are knowledgeable about the organization and should be familiar with the
employee’s performance and his or her capabilities
...
However, there are disadvantages in using the supervisors and
managers as career counsellors
 First, unless they receive training in career development issues and
counseling skills such as listening, questioning, and clarification, they may
lack the skills to perform effective counseling
...
They may view it as an
added burden and may not be rewarded by the organization for
performing it
...
Development programs
o Job rotation involves assigning an employee to a series of jobs in different
functional areas of the organization
...
Job rotation is a good way to introduce variety into
an employee’s career
...
It can also serve to help the employee build networks within the
organization, and be better prepared for future promotion opportunities, when
they become available
...

Mentoring relationships can be important from both a life development and a
career development perspective
...
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middle-aged employee wants to remain productive at work
...
Many
managers feel that by empowering employees, they relinquish the responsibility to
lead and control the organization
...
Each involves managers entrusting employees to take on important roles in the
business
...

Basics

Benefits
and

Empowerment
Empowerment means enabling frontline employees to make decisions
once reserved for managers
...
With empowerment,
regular employees can handle simple
customer situations and problems
...
Managers only
become involved in more extreme
service issues
...
The task
emphasis of delegation is different than
the decision focus in empowerment
...
Effective
delegation generally includes a followup step
...


Managers need to effectively delegate
tasks to build employee involvement

Mr
...

Allowing them to think and make
decisions in the moment builds
morale and helps employees feel
important
...
For empowerment
to work, you need technically
competent and confident employees
and managers, who are coached to
make good decisions and don't
micromanage them when they do
...
Delegating tasks also
shows employees they are valued and
trusted with important work
...

Managers can get extreme with
delegation by parceling off work that
should be reserved for management
...
Delegating
tasks to incapable employees can lead to
poor results
...

The supervisor then must function as a "boss," micromanaging the progress of
the "subordinate
...

 “Stewardship Delegation”
o Stewardship Delegation is delegating the right level of responsibility and
authority; allowing the individual to own the work and communicate progress
and results at agreed upon intervals
...
Yet, what is less often emphasized is that
understanding delegation skill and knowing how to use it right is an important personal time
management skill
...
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 Authority refers to the legal right of the manager to give orders and expect obedience
from subordinates
...
e
...

 While authority is delegated, by the superior to subordinates, responsibility is
assumed, i
...
it is inherent in the task assigned
 On the other hand, in accountability, a person agrees to do, what he/she is supposed
to do
...

Who benefits from delegation?
 Delegation proves itself to be superior approach since it allows management to have
the time for carrying out its primary functions that is, planning, organising, directing,
controlling and coordinating
...
Inadequate direction of effort and lower levels of effectiveness leading
to lower motivation and general malcontent
...
It is obvious that if a
subordinate is assigned a quality and challenging work, he or she can develop a sense
of satisfaction and so is motivated to fulfill the responsibilities in an appropriate
manner
...
This could be a great cause to enhance the status of the
subordinates the powers being given
Why is Empowerment important today?
 Empowering employees is the ongoing process of providing the tools, training,
resources, encouragement and motivation your workers need to perform at the
optimum level
...

Mr
...

 Creativity
o When an employee feels a sense of accomplishment and feels valued, he is
more likely to engage in critical and creative thinking
...
When you empower an employee to think for
himself and take initiative, he may find unique ways to add to your company's
worth, market your services to clients and revise processes or policies that no
longer are efficient
...

 Job Satisfaction
o Empowerment provides your employee with a sense of autonomy, which will
increase her job satisfaction
...
A happy employee provides the best
customer service, and leaves a good impression of your company with
whomever she speaks
...

 Decision-Making
o In a world in which technology changes daily, and customers find information,
products and services in increasingly diverse ways, your employees need to
make quick decisions that benefit your operation
...

 Loyalty
o An employees exhibits loyalty if he has been well-trained, supported, respected,
listened to and valued within an organization
...
He also is less likely to
leave your company, and is more likely to recommend other qualified
individuals for job openings
...
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 Knowledge workers are workers whose main capital is knowledge
...

 Knowledge work can be differentiated from other forms of work by its emphasis on
"non-routine" problem solving that requires a combination of convergent, divergent,
and creative thinking
...

 Empowering Knowledge Workers describes the work of managers, decision makers,
executives, doctors, lawyers, campaign managers, emergency responders, strategists,
and many others who have to think for a living
...
To be truly effective and empowered, a good leader must learn how to
take advantage of varied resources, take the time to empower those staffers that work
underneath him and spur his own professional development as well as the
development of others
...

 Learn to delegate
...
It takes more than one person to lead anything; the person in
leadership is simply the one that coordinates the myriad tasks that fall to the team
Mr
...
Use the skills and experience of your team to delegate tasks that
when done in consecutively lead to faster and more effective project results
...
This person might be in a position of authority within
your same organization or just someone in business that has success and experience
that you admire
...

 Educate yourself
...
Sign up for
leadership conferences and courses to learn new trends in leadership and better ways
to empower yourself and your staff
...

 Maintain an open door policy
...
Maintaining an open door policy ensures that
employees will come to you with problems they can't resolve and take advantage of
the experience that put you in a managerial position
...
Top management is committed to supporting an employee empowered culture
...

2
...
When employees
are empowered to make decisions that help the customer, they are contributing to the
strategy and business objectives of the organization
...
Management hands over a level of the decision making power to front line employees
...

4
...

Training may include customer service, problem solving, negotiation and conflict
resolution skills
...
Empowered employees are given access to information and data that can be used in
their decision making process
...
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satisfaction surveys or customer comment cards that can help make informed
customer-focused decisions
...
Managers have trust and confidence in employees to make the right decision
...

7
...
For example, an employee may be empowered to correct a situation for a
customer up to a certain dollar amount
...
Employees are provided mentors
...
For example, if an employee is
learning to be empowered to perform service recovery, their mentor should be
someone who has learned the critical thinking skills to assess different situations and
come to reasonable conclusions
...
As employees develop their skills, they are provided positive reinforcement and
coaching as they maneuver different decision making scenarios
...

10
...
This
reinforces an employee’s motivation to make the right decisions
...
Assess social styles to match employee competencies with job responsibilities
...

12
...
Some
employees are very vocal about their needs but others will work with aging equipment
and never speak up
...

13
...
Implementation should be
mapped out and a timeline for all aspects should be written so all understand the
timing and process of implementation
...
Information Sharing:
a
...
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b
...
Customer-Contact Employees as a Source of Information
d
...
Self-autonomy:
a
...
In order for people to be empowered, we need less structure
c
...
Boundaryless Organization equals Customer-Responsive Structure; Boundaryless
organization is a contemporary approach in organization design
...

e
...
Sense of Self- Determination
ii
...
Sense of Impact
iv
...
Two cautions:
i
...
Why managers may perceive it as threatening?
3
...
Definition of teams
b
...
Degree of autonomy: types of teamsi
...
Quality circles are voluntary groups of people drawn from various
production teams who make suggestions about quality
iii
...
Autonomous work groups control decisions about and execution of a
complete range of tasks

Mr
...
Self-Managing teams: are autonomous work groups in which workers
ware trained to do all or most of the jobs in a unit, have no immediate
supervisor, and make decisions previously made by first-line supervisors
vi
...
Customer Response Teams
i
...
Incident
response teams are common in corporations as well as in public service
organizations
...
Customers can be totally satisfied by the type of response with a positive
feeling towards the respondent
...
They can be totally satisfied but without any sort of strong feeling
towards the respondent
...
Slightly satisfied with the responses but with or without any feelings
towards the respondent, depending on the efforts and type of responses
provided by the respondent
...
They can also be totally dissatisfied by the responses but no hard feelings
towards the respondent as the respondent could have delivered the
things correctly and efficiently
...
They can also be totally dissatisfied by the responses and with negative
feelings towards the respondent as the respondent could have messed
everything
...
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