Going all the way with empowerment
Abstract
Compares the organization improvement effort in two US companies, one which partially empowered its employees and one which fully empowered them, and concludes that although positive results are possible with partial empowerment they take longer to materialize and are often different from the company’s original objectives. The full empowerment model is superior in terms of achieving overall organization objectives, and is easier and cheaper to implement. Believes that we have dug ourselves into a partial empowerment rut, thereby frustrating our improvement efforts and consequently deriving only partial benefits.
Keywords
Citation
Roth, W.F. (1997), "Going all the way with empowerment", The TQM Magazine, Vol. 9 No. 1, pp. 42-45. https://doi.org/10.1108/09544789710159434
Publisher
:MCB UP Ltd
Copyright © 1997, MCB UP Limited