MM Bagali, HR, MBA, HRM, HRD, Research

1. The Making of an Empowered Workforce:
Demystifying a Case of Practicing Indian
Organisation
M M Bagali, PhD
Jain university, India
sanbag@rediffmail.com
www.jainuniversity.ac.in

2. agenda
• Why such study in empowerment area
• How and what this company uniquely practiced
• Lessons to learn

3. the thinking
• How can HR be innovatively developed, managed and
nurtured
• Crystallizing the reasons as to “WHY TOP COMPANIES” are
different
• To explore conditions that makes workplace empowered

4. the studies
• Pati,1997 • Barnes and Kaftans,
• Sengupta and 1970, 1985
Shaikh,1997 • Myron Eichen,1989
• Venkatachalam, • Marjorie Reynolds,
1998 1991
• Dwivedi,1998 • Michael Quarrey,
• Mohapatra,1998 1992
• Tripathy,1999 • Cyndy Payne,1993
• Bo Burlingham, 1999

5. work of prominence
• Foundation for Enterprise Development – FED, and Beyster Institute for
Entrepreneurial Employee Ownership , USA
• Argyris, Chris (1998):“Empowerment: The Emperor’s new Clothes”,
Harvard Business Review, May-June, pp: 98 -105
• Kantar, R. M , 1977, 1979, 1989,1995
• Lawler, E. E III , 1986, 1988, 1992, 1994, 1995

6. the impressions
Adi Godrej,
Chairman and MD, Godrej Soaps ltd,1992
“It has opened my eyes in best people management practices”
Ricardo F Semler,
Chairman, SEMCO, Brazil, 1994
“I have seen an exceptionally empowerment practiced at workplace”
Sri Sharadrao Pawar,
Ex-CM, present Cabinet Minister, GOI,1997
“Congrats for good work done in people management strategies”
Thus, Polyhydron Private Limited -PPL : A Case

7. the work
Workers Empowerment :
A Study of Polyhydron Private Limited,
Belgaum, Karnataka State, India
Established in 1981-82
Address: # 80, Machhe Industrial Estate,Machhe, Belgaum- 590014,Karnataka State
website: www.polyhydron.com

8. Theoretical and Conceptual framework
E M POWER M E N T
em-pow-er-ment (im-pau [-] r-ment)
Oxford English Dictionary says, to empower is
“to authorize, to enable”
The need for research work Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
HR is crucial and empowerment Ernest L. Arbuckle Professorship
systems and practices are important
components
“giving power to people who operate at an advantage in
To look at the Renaissance Strategies the organization success”
for Creating High Performance
Workforce and workplace Bowen and Lawler (1992)
Director, the Centre for Effective Organization, University
of Southern California,
Thus, an enquiry into various “ Complete Power to make decisions that influence
empowerment systems and
organizational direction and performance”
practices

9. why an enquiry
o The syntax of empowerment is simple… give
people the freedom and power at
workplace, they will surely grow the
organization responsibly [Let us look at the
concept ]
o What are the areas and dimensions of
essentially, empowerment practicing empowerment
• an environment where absolute o What are the limitations one faces, when
control is given up, allowing everyone you empower employees
make decisions, set goals, accomplish
results and receive rewards
• it liberates people from constraints research objectives
such as checking with the boss before  to understand factors that contribute to
taking actions empowerment--the systems, practices,
policy and the leadership
• decision-making authority and
responsibility percolates from
managers to the employees at the  understand the impact of empowering
lowest rung, and to everyone, per se employees at workplace

10. participation
Total 73 Responded 60

11. areas of enquiry
Accountability / Bureaucracy / Culture / Leadership/
Management Style and approach / Structure / liberty /
Communication / Decision Making / Discipline/ Ethos /
Industrial Democracy / Knowledge Sharing / Ownership
Culture / Organizational Health / Power Distribution/
Responsibility Sharing / Transparency / Information sharing
/ Degree of trust & loyalty……….

12. data collection
The format of Data collection from Employees
Pre Pilot
Observation
Observed the Pooling all the
System responses
Questionnaire Discussion
with CEO
Administered
Case-by-
Case
discussion

13. The format of Data collection from CEO / MD
Observed the Pooling all
system responses in
presence of
all
Discussion Back to
with CEO CEO
System/ Case by case • An in-formal observation over a period
Practices discussion
interface
• Discussion with CEO at one-one level
• The opinions of CEO and system interfaced
All the collected data of CEO through opinions were
observed, verified case by case with each employees
• The opinions / views of employees were put back to CEO /
MD for discussion, and
• Open House

14. what we saw at ppl
• Estd 1981-82
• Conventional way of Management 1982-1988
• Visit to SEMCO, Sau Paulo, Brazil 1988
• Changed People practices 1988-1996
• Empowered People practices 1996 onwards

15. what we saw at ppl
empowerment@work: the making of an empowered workforce
Conventional Present
Do what is told Do what is required
Liberty misused Liberty made use to fullest extent
Not my job attitude Its everyone's job
Commitment level low High commitment
Boundary defined No Boundary
Lack of scope for improvement High scope for improvement
Various committees / councils Never a designated committee
Trust level low Trust is core
Supervised work No Supervision
Freedom restricted More freedom / liberty
Closed behavior Transparent behavior
Apply for leave / off Decide on leave / off

16. empowerment@workplace
•The HR practices
•The Culture
•The Leadership, and the
•The Traits

17. the culture
•Value given to Human beings
•Each is accountable / responsible for his
actions and can’t blame others
the hr practices •All information is open and shared
Complete Freedom
Total Transparency •Each is boss in himself
Complete Shared Responsibility
•Common rooms are shared
Accountability for ones actions
Liberty to decide course of •Suggestions are given regularly and open
actions
Involvement / Participation •Management is open to ideas and more
Transparent feedback information sharing
Delegated authority
•Every one can have own objectives, mission,
No hidden Agenda and goals;
Complete Autonomy
Power to take decisions •No Security or guard

18. employee traits
Open and Transparent
Positive Approach
No defined mind set
Free from Bias
leadership No scapegoat attitude
Freedom to do work in one’s own way High Commitment
No Supervision/ Foreman Disciplined
No Bureaucratic and Administrative interference Trustworthy
No Red-tapism Enjoys the work
Sharing Common Platform Loyal and Truthful
Trusting each persons actions Work that extra mile
No restrictions for new inventions
One can fail, no punishment
Suggestions are part of daily work
Accepts critics
Open House

19. language@workplace
My door is open to you
Let us all discuss on the idea
Your problem / issue is our concern
Let us join hands together
Kindly teach me the new technique
Let us all announce your achievement

20. outcome of such practices
• Engagement with Organsiation
• Production and products
• Profits and Income Generating
• Turnover and loyalty
• Reputation and Customers
• Market Standing
• NO IR issues
• Employer BRANDING

21. drawbacks
• Why power to me
• Is it the game plan of management
• Its not my job to have power
• Its not my job to decide
• I am not the right person to have power
• My me as leader and decision maker

22. Ideas for practices: lessons to learn
•First ‘No’ RULE Don’t hold unto data
•Platform for Empowerment / Informal Relations
create conditions for Create Opportunity
empowerment Desired Future
•Prioritise the area Education the gains
•Attitudinal Surveys Time to empower or not to
•Accountability empower
•Define the Purpose Can’t empower areas
•Open Door Policy and Don’t impose empowerment
Transparency Power of Empowerment
•Ownership Culture Fun at workplace

23. academic discussion
• OB advantage corporate
• HR practices
• HRM / SHRM • CEO
• Leadership • HR Chief
• Organizational Change • Chief Peoples Officer
• Restructuring / OD • Dean and Directors of
• Sociology of Culture MBA
• Change Management • MDP’s

24. Endorsement on the Work
David Ang, MSHRI
Executive Director,
Singapore Human Resources Institute, Singapore
A Talk to Senior Practising HR Managers of Singapore
The presentation (your paper) was informative and interesting. They have
learned insights on the aspects and benefits of employee empowerment. The talk
was timely, as organizations have to give their employees both authority and
responsibility to inspire renewed commitment, innovation and initiative.
(19th Sep, 2003 / Through Personal Letter)

25. questions asked
• Each are accountable for their action & can’t blame others
• I am made part of organization & take part in Organisation development process
• There is red tapesim & more bureaucracy
• I can permit visitors, if I feel so, without any ones consent
• One is responsible for ones actions
• Management is open to ideas & more information sharing
• An open line of communication follows in each team
• I can openly give feed back of my boss action
• Management feed back is always subjective
• I am also involved in decision-making process at all level
• I know who appraises me, when, how
• I can promise the customers on behalf of management

26. thank you
sanbag@rediffmail.com / sanbagsanbag@rediffmail.com

27. Harvard Business Review
HBR, July-August, 2010, p:57
When workers are made to feel empowered,
the whole organization wins
Roger L MARTIN,
Dean, Rotman School of Management
University of Toronto, Canada

28. PPL

29. Present mm bagali
Professor, HR and Management, sanbag@rediffmail.com
Jain University, India
Work History
Research Officer, PRC,Dharwad
Director, MBA program, KLE Sy - IMSR, Hubli
Director, PGDM / MBA program, CIMR, Indore
Dean, MBA program, IASMS, Blore,
Dean, MBA program, Acharya Institute of Engg, Blore
Dean, MBA program, Horizon Group, Bangalore
Education
• Global HR Certification
• Advanced FDP – Mgt- XLRI
• PhD in Social Work (area: PMIR); PhD in Management (area: HR)
• 16+ years of HR Teaching