Training, empowerment, and creating a culture for change

Abstract

Examines an innovative first step which one organization took on the road to employee empowerment. States that although this first step was a small one, it resulted in large benefits to the organization. Reveals that this field study was conducted during the information system conversion phase of a larger organizational change, at 52 recently‐acquired branches of a $40‐billion interstate bank. Discovers that the payoffs were surprisingly large when employees are given a small empowering opportunity just before their training. Indicates that empowered employees are more able to adapt to change and less likely to resist it, and their need for control is being met through their empowerment, rather than by their resistance. Finds that even in small quantities, empowerment can be a large contributor to success. Also believes that small, low‐cost empowerments with large payoffs can almost always be found.

Citation

Kappelman, L.A. and Richards, T.C. (1996), "Training, empowerment, and creating a culture for change", Empowerment in Organizations, Vol. 4 No. 3, pp. 26-29. https://doi.org/10.1108/09684899610126650