1. HUMAN BEHAVIOR
IN
ORGANIZATION
AY 2016-2017 (2ND TRIMESTER)
PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)

2. PART 8:
Empowerment
and
Participation
PART 9 :
Employee Attitudes
and
their Effects

3. Empowerment and
Participation
CHAPTER 8

4. EMPOWERMENT
Is any process that provides greater
autonomy to employees through the
sharing of relevant information and the
provision of control over factors
affecting job performance

5. Five Broad Approaches to
Empowerment
1. Helping employees achieve job
mastery (giving proper training,
coaching, and guided experience that
will result in initial successes)
2. Allowing more control (giving them
discretion over job performance and
then holding them accountable for
outcomes)

6. 3. Providing successful role models (allowing
them to observe peers who already perform
successfully on the job)
4. Social reinforcement and persuasion (giving
praise, encouragement, and verbal feedback
designed to raise self-confidence)
5. Giving emotional support (providing
reduction of stress and anxiety through
better role definition, task assistance, and
honest caring)

7. The Process of Empowerment

10. PARTICIPATION
• is the mental and emotional involvement
of people in group situations that
encourages them to contribute to group
goals and share responsibility for them.

11. Elements in Participation
1. Involvement- participation means
meaningful involvement rather than mere
muscular activity
1. Motivation to contribute- participation
empowers people to release their own
resources of initiative and creativity
toward the objectives of the organization
1. Acceptance of Responsibility-
participation encourages people to accept
responsibility in their group’s activities.

12. The Participative Process

13. Prerequisites for Participation
1. Adequate time to participate
2. Potential benefits greater than costs
3. Relevance to employee interests
4. Adequate employee abilities to deal with the
subject
5. Mutual ability to communicate
6. No feeling of threat to either party
7. Restriction to the area of job freedom- which
is the area of discretion after all restraints
have been applied.

14. Programs for Participation
• Suggestion programs- are formal plans
to invite individual employees to
recommend work improvements.
• Quality circles- voluntary groups that
receive training in statistical techniques
and problem-solving skills and then meet
to produce ideas for improving
productivity and working conditions.

15. • Total quality management- this approach
gets every employee involved in the process
of searching for continuous improvements
in their operations.
• Self-managing teams- are natural work
groups that are given a large degree of
decision-making autonomy; they are
expected to control their own behaviour
and results.
• Employee ownership plans- this emerges
when employees provide the capital to
purchase control of an existing operation.

16. Discussion Questions:
1. Give an illustration of a time when you truly
felt empowered.
2. How is it possible for participation to
increase the power and influence of both
manager and employee?

17. Employee Attitudes and their
Effects
CHAPTER 9

18. Employee Attitudes
• are the feelings and beliefs that largely
determine how employees will perceive
their environment, commit themselves
to intended actions, and ultimately
abehave.
• Job Satisfaction- is a set of favorable
or unfavorable feelings and emotions
with which employees view their work.

19. Employee Attitudes
• Job Involvement- is the degree to which
employees immerse themselves in their
jobs, invest time and energy in them, and
view work as a central part of their overall
lives.
• Organizational Commitment- or employee
loyalty, is the degree to which an employee
identifies with the orgaJnization and
wants to continue actively participating in
it.

22. Effects of Employee Attitudes
The Performance-Satisfaction-Effort Loop

24. Some Effects of Negative Employee Attitudes:
• Lower job satisfaction is associated with
higher employee turnover, which is the
proportion of employees leaving an
organization during a given time period
(usually one year).
• Employees who have low job satisfaction
tend to be absent more often.
• Another way in which employees may
exhibit their dissatisfaction with job
conditions is through tardiness.

25. Some Effects of Negative Employee Attitudes:
• Theft, or the unauthorized removal of
company resources, may be committed
by employees who feel exploited,
overworked, or frustrated by the
impersonal treatment that they receive
from their organization.
• One of the most extreme consequences
of employee dissatisfaction is exhibited
through violence, or various forms of
verbal or physical aggression at work.

26. Benefits of Job Satisfaction
Studies
 Give management an indication of
general levels of satisfaction in a
company
 Flow of communication in all directions
is improved as people plan the survey,
take it, and discuss its results

27. Benefits of Job Satisfaction
Studies
Serve as safety valve, or emotional
release, for people to get things off
their chests
Training needs can be identified
Help managers plan and monitor new
programs, by getting feedback on
proposed changes

29. Discussion Questions:
1. Explain, in your own words, why you feel that
employee attitudes are important.
2. “A happy employee is a productive
employee.” Discuss this statement.