MGMT455 U2 IP Employee Empowerment Research Paper

MGMT455 U2 IP Employee Empowerment - Research Paper ExampleThe decision can be demanding or not demanding. It however depends on the degree of power that has been invested in the employee. Training an employee is the initial stage in employee empowerment. The company should similarly be converted to an empowerment model. Employee empowerment is the aspect of giving workers power to retire decisions on their own (Huq, 2010).There are various advantages related to empowering employees. The employees have a high direct of ownership in the company. Sense of ownership makes the employees happier than those working in other companies. Employees are more proactive and also have the will to accept change. Employees, who are empowered, are passionate about what they have achieved and also their roles in the company. They are able to control their destinies with enthusiasm. A strong sense of responsibility assumes felt by an employee who is empowered. Therefore, he or she will improve prod uctivity in the company. When employees are in charge of their results, they come positivity in morale and effects. Employees understand that their ideas matter towards the realization of the companys success and, therefore, latch on great interest in the company (Murrell & Meredith, 2000).There are also various advantages associated to the employer. Employee empowerment reliefs latent hostility on the heed. When the responsibility of making decisions is vested to employees who are empowered, management is relieved of the worries. The empowerment of employees enables the transition of authority from the management to subordinate staff. When authority is placed to the subordinates, the management can trust the operations on the employees. However, the management requires to get empowered before employees get empowered. The training towards empowerment should begin with management. As a result rely relationship gets build among the management and subordinates (Murrell & Meredith, 2000).Theory Y in the styles of management is correlated