TY  - JOUR
AB  - One MNC′s attempts to develop empowerment strategies are reviewed.
These strategies are based on a cross‐cultural study of employee needs
in the company′s Australian, German and Japanese subsidiaries. Although
the need to control stands out in each of the three countries, employee
needs patterns are different. The needs for economic security,
belongingness, recognition, self‐worth, and control relate with each in
different configurations and patterns. Because of significant
differences in employee needs patterns, empowerment strategies enabling
employees to fulfil their need to control cannot be transferred from one
culture to another without major adjustments. In some instances very
little is needed to empower an employee while in others almost nothing
works. Some light is shed on why, within an MNC, a similar amount of
control over their work and work environments empowers Japanese workers
much more than their Australian and German counterparts.
VL  - 10
IS  - 3
SN  - 0262-1711
DO  - 10.1108/02621719110142887
UR  - https://doi.org/10.1108/02621719110142887
AU  - Alpander Guvenc G.
PY  - 1991
Y1  - 1991/01/01
TI  - Developing Managers′ Ability to Empower Employees
T2  - Journal of Management Development
PB  - MCB UP Ltd
SP  - 13
EP  - 24
Y2  - 2024/04/24
ER  -