Describes a case study of an organization which has taken steps toward employee empowerment, suggesting that suitable conditions are created by a nontraditional system of management and through employee involvement. Maintains that the “right” management system will be one which encourages employees to stretch beyond traditional job descriptions. Gives a number of examples of unsatisfactory employee performance/commitment, and relates how, by focussing on the employees’ value to the company, problems were resolved.
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