Transcript of Empowerment of frontline executives
- 1. Measuring empowerment in frontline executives
- 2. The Team Arun Sitaraman 2 Jayjity Chakraborty 14 Sunitha
Sivadasan 39 Aditi Mahapadi 40 Soham Khatri 41 Sanskruti Jaiswal 48
Abhishek Arekar 54 Preeti Singh 56
- 3. What is employeeempowerment? Degree of responsibility and
authority given to an employee. Accepting accountability for the
employees work. Unless empowerment starts at the top, its going
nowhere
- 4. Power abuse Pros Cons Worker satisfaction Quality of work
Not everyone can take Productivity decisions Profitability Conflict
can increase Competitiveness Too much responsibility for some
employees Managers should be trained to facilitate sharing of
informationEmpowerment comes from teaching others things they can
do to become less dependenton you
- 5. Key Findings from Literature Review Strategy and execution
is one Environment of trust Effective communication Adequate
training Recognition and rewards Long-term benefits for
organization
- 6. Research objective Give people information to act; then look
for magic to
- 7. Factors influencing empowerment Communication and
information flow Training and Decision skill making development
Incentives and Autonomy Empowerment support New boundaries help
everyone learn to act with responsibility and
- 8. Customer-oriented organization "Empowermen t means that
management vests decision- making or approval authority in
employees where, traditionally, such authority was a managerial
prerogative.Every misteak is an opportunity to increase
competence
- 9. Research Methodology Sampling Plan Data collection Primary
research -Questionnaire Secondary research -Research papers -Books
-Articles on internet
- 10. Telecom Hotel IT Retail Sectors covered Empowerment also
means you are accountable for results
- 11. Data analysis ANOVA the Anova test is the initial step in
identifying factors that are influencing a given data set. After
ANOVA test is performed the analyst is able to perform the further
analysis. HYPOTHESIS FORMULATION H0 : There is no significant
difference in the level of empowerment in the four sectorsH1 :There
is a significant difference in the level of empowerment in the four
sectorsInference: There is no significant difference in the
parameters considered
- 12. Data analysis Chi square test HYPOTHESIS FORMULATION H0 :
There is no relation between the parameters considered and the
level of empowerment in different sectors H1 : There is a relation
between the parameters considered and the level of empowerment in
different sectors Inference: Close relation exists between the 2
attributes Mean Mode
- 13. Sector-Wise Analysis RETAIL TELECOM Empowerment Level
Empowerment Level (%) (%) 76.47 72.23 76.67 83.34 75.00 65.15 66.15
56.00 51.14 45.00Communication : 76.47% Knowledge Quotient :
83.34%Appraisals : 51.14% Decision Making : 45.00%
- 14. Sector-Wise Analysis HOSPITALITY IT Empowerment Level
Empowerment Level (%) (%) 73.33 66.67 81.25 78.00 70.00 63.50 53.10
49.60 48.00 31.00Appraisals : 81.25% Communication : 78.00%Decision
Making : 31.00% Decision Making : 48.00%
- 15. Level of Empowerment inDifferent Sectors100 90 80 73.2 70
66.33 60 61.07 61.82 50 empowerment 40 30 20 10 0 IT Telecom Retail
Hotel
- 16. Key Findings Communication and Training have the highest
levels of empowerment Decision making and Autonomy have the lowest
levels of empowerment Overall level of empowerment is similar in
all the sectors
- 17. Recommendations Demonstrate that you value people Share
goals and direction Provide Information for decision making
Delegate authority and impact opportunities, not just more work
Provide frequent feedback Help employees feel rewarded and
recognized for empowerment
- 18. THANK YOU