Describes the success of the British Gas employee suggestion scheme, championed by the chief executive as the vehicle which has enabled the company’s change process to take place. Relates how the organizational change in British Gas will allow it to concentrate its activities on any one of a number of distinct business units. Each business unit will also have its own suggestion scheme, appropriate to its needs, values, beliefs, and business objectives. The delayering of the management hierarchy will give fewer levels of reporting within the new structure, with greater responsibility pushed down to field operatives who will report to a first‐line manager. The empowerment of lower‐echelon managers will enable the company to speed up the communication process between the management levels, which is good news for the future design and operation of the company suggestion scheme. Provides advice for companies thinking of implementing similar schemes.
Lloyd, G. (1996), "Fostering an environment of employee contribution to increase commitment and motivation", Empowerment in Organizations, Vol. 4 No. 1, pp. 25-28. https://doi.org/10.1108/09684899610111043Download as .RIS
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