1. EMPOWERING HRM (2)

2. Psychological Empowerment

3. Psychological Empowerment
Meaning - fit between the work role and the employee’s values and beliefs
Competence - belief that one has the ability to do the job well
E2s
Self-determination - having control over the way one does one’s work
Impact - belief that one’s job makes a difference within the organization 22

4. Psychological Approach
ANTECEDENTS/
PRECONDITIONS
PSYCHOLOGICALEMPOWERMENT
OUTCOMES/
EFFECTS

5. Antecedents of Empowerment
CATEGORY
FACTORS
EXAMPLE OF RESEARCHERS
INDIVIDUAL
Education
Tenure
Organisational rank
Self-esteem
Role ambiguity
Concern for performance
Spreitzer (1996) Koberg et al (1999)
Koberg et al (1999)
Spreitzer (1995b)
Spreitzer (1996)
Siegall and Gardner (2000)
PEER/GROUP
Peer helping behaviour
Team work
Group effectiveness
Worth of group
Corzum and Enz (1999)
MANAGER/ LEADER
Communicative
Approachability
Span of control
JOB
Job autonomy
Job meaningfulness
Task feedback
Kraimer et al (1999)
ORGANISATIONAL ENVIRONMENT
Unit size
Socio-political support
Supportive Climate
Participative climate
Access to Information
General relation
Spreitzer (1995b), 1996)
EXTERNAL
Supportive customer

6. Outcomes of Empowerment
EFFECTS OF EMPOWERMENT
EXAMPLE OF RESEARCHERS
Job Satisfaction
Spreitzer et al (1997), Fuller et al (1999),
Koberg et al (1999)
Effectiveness
Spreitzer (1995a, 1995b), Spreitzer et al (1997),
Innovative behaviour
Spreitzer (1995a, 1995b), Spreitzer et al (1999)
Career intention
Kraimer et al (1999)
Organisational commitment
Kraimer et al (1999), Koberg et al (1999)
Positive leadership traits
Spreitzer et al (1999), Fuller et al (1999)

7. Apa kritik anda atas konsep ini?

8. Criticisms on Psychological Approach
merely a cognitive or intrapersonal construct (where is intrapersonal or behavioral)
Empowerment becomes a mind game (where is the real power)
a static personality trait instead of a more dynamic contextually driven construct
perceptions and not objective variables
single perspective (ex: managers)

9. HR Perspective

10. HR Perspective
‘There is a broad agreement that the term refers to the enhancement of certain agents’ capacity to take decisions, but there is considerable disagreement over: what this ‘capacity’ refers to, in what way it is ‘enhanced’ and to which ‘decisions’ and ‘agents’ it’ applies (Hales, 2000)

11. Bowen and Lawler High-involvement management practices that push down:
Create in employees an empowered state of mind in which they feel:
That leads to these positive results:
Power
Quality circles, job enrichment, self-managed teams
Information
Customer feedback, unit performance data, data on competitors
Knowledge
Skills to analyse business results, groups process skills
Rewards
Pay tied to service quality, individual and group pay plans
More personal control over how to perform the job
More awareness of the business and strategic context in which the job is performed
More accountability for performance outcomes
Satisfied employees motivated to perform
Satisfied, even delighted, customers
Organisations that enjoy the returns from customer satisfaction and retention

12. Contingencies of Empowerment
Contingency
Production line approach
Empowerment approach
Basic business strategy
Low cost,
high volume
Differentiated, customised, personalised
Tie to customer
Transaction
Relationships,
long time period
Technology
Routine,
simple
Non routine,
complex
Business environment
Predictable, few surprises
Unpredictable, many surprises
Types of people
Theory X managers, employees with low growth needs, low special needs, and weak interpersonal skills
Theory Y managers, employees with high growth needs, high social needs, and strong interpersonal skills

13. Criticisms of HR Empowerment
Little empirical supports
Fairy tales: fail to address real problems are tackled in real organizations
ambiguous, contrasting, and competing definitions
methodological weaknesses
apolitical assumption on organisation
genuine objectives of empowering employees
disappointing impacts of empowerment

14. Tugas
Kritik pemikiran Byham tentang “pemberdayaan SDM”