Designing a Research Methodology in Management Research: An Empirical work experience in Employee Empowerment and Creating High Performance Workplace M M Bagali, PhD Professor of Strategic HRM, Head, Research in Management, Fellow, Organizational HRM, CAMI and AHRB, Jain University, CMS Business School campus, JPnagar, 6 th phase, Bangalore - 560078, India [email protected]; [email protected]Executive Note: Research and research work requires meticulous crafting the methodology and enquiry areas, per se. The present paper shares the Research methodology design of an empirical work undertaken in the area of EMPLOYEE EMPOWERMENT. The paper can be benchmarked while undertaking a work in Management research, and the various steps that makes Good methodology chapter. Introduction: We are presently living in a time of complex and seemingly insurmountable challenges in all spheres of our collective lives. A whole gamut of leadership crisis is evident in our organizations and business. From all areas of our society and from the World at large, we do hear about crisis of ineffective structures and relationships. The workplace has become more challenging. The workforce of today 1
Transcript
Designing a Research Methodology in Management Research: An Empirical work experience in Employee Empowerment and
Creating High Performance Workplace
M M Bagali, PhDProfessor of Strategic HRM,Head, Research in Management,
Fellow, Organizational HRM, CAMI and AHRB,Jain University, CMS Business School campus,
Executive Note: Research and research work requires meticulouscrafting the methodology and enquiry areas, per se. Thepresent paper shares the Research methodology design of anempirical work undertaken in the area of EMPLOYEE EMPOWERMENT.The paper can be benchmarked while undertaking a work inManagement research, and the various steps that makes Goodmethodology chapter.
Introduction:
We are presently living in a time of complex and
seemingly insurmountable challenges in all spheres of our
collective lives. A whole gamut of leadership crisis is
evident in our organizations and business. From all areas of
our society and from the World at large, we do hear about
crisis of ineffective structures and relationships. The
workplace has become more challenging. The workforce of today
1
is experiencing more uncertainty and requires business
organizations to adopt different strategy to deal with newer
and more challenging issues. It is needless to say that Human.
Resources forms major component for organizational survival.
In face of all these happenings, we are called upon to rethink
and renew our relationships in our organizations and our way
of developing and managing human resources. We must find ways
to create together new and positive vision of the future. We
must be empowered to pursue our higher common purposes. Our
future quality of life depends on our sincere efforts in
attaining the set goals.
Similarly, most organizations have a number of employees who
believe that they are dependent on others and that their own
efforts will have little impact on performance. In fact,
almost every society has within it some minority groups that
feel incapable of controlling their own destiny. Self-
efficacy is the conviction among people that they can
successfully perform their jobs and make meaningful
contribution and powerlessness contributes to frustrating
experience of low self-efficacy. Problems with self-efficiency
are often caused by major organizational changes that are
beyond the employee’s control and create barriers and problems
such as having to work under an authoritarian leader, rigid
policy’s, unethical management ethos and within a restricted
work system that fails to reinforce competence and innovation
in a job.
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But one thing is clear that now more than ever before, we need
policies, systems and strategies which will provoke, guides,
inspire, mobilize and above all, empower all of us to rise to
the challenges we face. With thousands of our major
organizations facing global challenges and some even unable to
cope and manage to the extent needed, it is little wonder that
anxiety about future will be much wide spread in our country
in the days to come. At this particular time in history, we
must develop a clear understanding of nation’s challenges in
managing organizations, work force and developing human
resources to face all these unforeseen challenges and demands.
We need to develop deeper comprehensive practices in managing
and enhancing human force to the standards on par with global
company’s. The importance of developing and managing human
resources becomes vital sources of enquiry, as we seek to
respond to these complex challenges most acutely and even the
question of very survival. Corporate Renaissance is now
mandatory for organizational success and an additional driving
change force coming from within the organization.
Empowerment and empowering employees change all the
equations for better growth and development. It changes the
key structures of all relationships that exist...power
relationship, work relationship, trust and faith relationship,
delegated and shared responsibility relationship and the very
premises towards human resources development and management.
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The empowering policy and leadership role is to show trust,
provide vision, remove performance-blocking barriers, offer
freedom and encourage activities to perform without any
boundaries. Indeed, the empowered organization as a whole is
something, which focuses high at "HUMAN" and looks human
resources as a prime asset of organization. What is this
paradigm shift towards empowerment all about? How different is
it from other organizations? Is empowerment something that has
to be given? The present study tries to examine this big gap
between performing organization and others, and that it is
only because of the innovative work-place systems,
practices, approach and policy adopted for human resource
development & management that makes top performing companies
different. Thus, the enquiry into employee empowerment and its
after-math benefits in over all growth and development of
organization and the work force, per se.
Research Design:
The focus of the study is to understand why and what makes top
performing companies different and what are the innovative and
unique strategies adopted in creating a global standard
organization. It was therefore, decided to use explorative and
descriptive design, which befits into the pattern of
investigation. The study also understood and fleshed out to
explain the technical and commercial context within which the
firm operated in terms of environmental certainty-uncertainty,
stability and resource munificence. The study also looked at
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the timeline described for the change process that the firm
went through (if that is what occurred), or was the firm set-
up to be empowered from the beginning. It was also to
understand what things changed early, what things changed
later and how well did they triangulate? The current practices
of developing and managing human resources were explored and a
description of all these practices was analyzed through
appropriate questionnaire and schedule, including verbatim
recording of the responses, per se.
Objectives:
The investigation is an empirical research work undertaken to
understand how a model company can be created with innovative
workplace programme and policies. It was also intended to
understand the impact of such innovative practices on
empowerment and how such processes could change the very face
of the organization and help it remain at the top of the
business. An effort was made to understand all that
contributed to empowerment--the systems, practices, policy or
the leadership. The study also tried to differentiate between
the various human resource strategies adopted in empowering
employees and how these strategies differed from other
management practices. An effort was also made to see how these
management practices impacted upon employee behavior.
With these core objectives, the study also proposes to
understand the issue likes: Do we really need empowered
people? Is empowerment something that can be done to someone
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or something a person must choose? Are employees, leader or
all, creating empowerment climate in the organization? With
these supporting objectives, the genesis of empowerment is
probed at length.
Hypotheses:
The study tries to test the following hypothesis: (The study tested
totally 6 hypotheses)
Ha1 Individual and organizational achievements can be gained
through the sense of belonging;
Ha2 A sense of Organizational life through climate shapes
behavior and moulds positive attitude towards organizational
growth and development leading to employee empowerment;
Ha3 Access to information about the mission, value, goals and
objectives of an organization is positively related to
empowerment;
An important point of enquiry was focused as to why it was
possible for the organization in the present study, though
Indian, to grow systematically and what unique and innovative
techniques were practiced as an exercise of employee
empowerment. Adding to support these assumptions, the study
also tested that: without transparent open lines of
communication and information sharing, people will not extend
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themselves to take outright responsibility and vent their
and trust; that creativity and innovation are possible with
positive management practices.
Study Scope:
There is always a big gap between performing organization and
other. The reasons could be several, but an empowered work
culture is what makes significant difference. The present
study tries to focus at these levels and is it the policy,
people or workplace practices that makes an empowered
organization and work force is what is been probed at length.
The focus of study restricts to Polyhydron Private Limited-
PPL, an engineering based organization established in the year
1981, situated at the industrial sector of Belgaum district,
in Karnataka State, India. PPL manufactures Radial Pistons
pumps, hand operated DVC, Pressures switches, Pressure relief
values, Pressure control values and Cartridge values. The
organization has been known for its empowering way of
developing and managing human resources and employee ownership
culture been widely instituted in the organization. All the
employees including the CEO/MD forms the respondent group.
Method of Study:
a) Geographical Area
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Karnataka State in India is an industrially developed State,
with a wide range of organizations and activities. Belgaum
District has more small-medium-scale (SME) organizations and
the selected geographical area for the present study. It falls
in the Northern division of Karnataka State, India.
b) Organization
PPL was established way back in 1981 with the sole purpose of
creating an organization on lines with global standards, clean
business and ethical approach. Before, PPL was established;
SBH (Suresh Hundre, CEO & MD) with other fellow colleagues
started a group under the Hyloc banner, manufacturing a wide
range of hydraulic related equipments. PPL was one of the
units under the banner. As ideologies change and each global
thinker has a dream to set an organization on lines with what
one thinks are apt, SBH thought of Polyhydron unit with ideas
he felt were on lines with his thinking and hence was left
with PPL, which was a small unit then, to take-up the
responsibility independently and run into a long journey. PPL
is located in an industrially concentrated new area of Machhe,
at Belgaum, in Karnataka state, India. Polyhydron manufactures
hydraulic values and radial piston, pumps, etc. The wide range
of products at PPL spans over more than 40-50 types and an
average of 700 models. The customers are from varied places
and the turnover on an average is between 8-10 crores.
c) Sampling Design:
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Studying empowerment is a holistic approach and needs to be
studied from all the angles involving everyone in the
organization. The sample included all the employees as part of
the study. Since, knowing the experience was the main focus,
it was proposed to have everyone involved to have a
comprehensive opinion on the practices, per se. Note: 60
employees; One CEO / MD
A total of 73 employees including top management form the work
force in the organization. A total of 73 employees constitute
the entire work force at PPL, with different categories like
highly skilled (HSK), skilled (SK), semiskilled (SSK) and
unskilled (USK) employees apart from Engineers, Administrative
and Managerial staff. The category is done on the basis of
nature of work-skill involved at workplace, per se. In fact,
the CEO, who is also MD, seven at management cadre, six
engineers and two-software expert forms one section. There is
nine administrative staff, which includes four supporting at
office level as another section. As many as forty-two are
grass-root employees of which five are highly skilled,
eighteen are skilled, nineteen are semiskilled, apart from two
unskilled & a trainee. All were included in the study, but, as
many as 62 expressed their willingness to take part in final
study and the rest didn't due to reasons beyond explanation.
Out of the total respondents, two could not complete the
questionnaire & schedules. The study results analyzed the data
gathered from sixty respondents from different categories of
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employees. A final of 60 employees formed the total sample of
respondent. In addition to these, the CEO / MD of the
organization formed another important respondent.
P.S.: The organization has a flat way of organizationalstructure and hierarchy, where each is equal in position andstatus. But, only on paper is the hierarchy designed.Otherwise, each one is a manager and each a CEO. In practice,there are no divisions as management & work force and noseparation and hierarchy as top / middle / grass root levelemployees. Each can work anywhere in the Organizationdepending on the necessity of work-skill required. Foradministrative purpose, they are categorized into differentstreams.
Data Collection from Employees:
Fig No 01: The mode of Data collection of employees
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Observed the System Pooling
all the respons
es
Questionnaire
Administered
Discussion with CEOCase-
by-Case discussion
Pilot Study
An exhaustive empowerment questionnaire in different languages
was put to test. The questionnaire was administered to all
employees who participated and a formal discussion with CEO /
MD was done keeping in view the intended enquiry areas. Very
many empowering angles were probed and a total of nearly 125
odd areas were identified, which were apt, valid and relevant
on five point scale, viz: Strongly agree; Agree; Can’t say;
Disagree; and Strongly disagree. Such areas put to test
includes understanding the system of accountability within the
organization, attitude development processes, mode adopted for
career planning, open communication process adopted, decision
making process, delegation and shared responsibility, ethical
standards, feed-back system adopted, methods for information
sharing, leadership development at all spheres, organizational
transparency, management and organizational ethos, power
distribution, climate of politics, degree of trust & loyalty,
team working, employee participation and the like were put to
test.
The present enquiry is a scientific investigation into
practical working of empowerment system at PPL and hence the
study is undertaken at multiple stages. We used three distinct
methodologies in the study:
a) Pre-pilot observation
b) Pre-pilot study
c) Final observation
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a) Pre-pilot observation
The study began with pre-pilot observation through a survey
over a period of 8-10 months. We observed and identified the
management practices that were thought to influence business
success-broad areas such as: communication, leadership,
sharing, ownership culture and the like. Initial micro level
discussion with employees was held from time to time.
b) Pre-pilot study
A pilot study with specific practices was undertaken with few
enquiry areas identified and put to test. We pursued in-depth
observation of management practices that were pre-observed
which played a major role in enhancing or weakening a
company’s performance. This pilot study allowed us to verify
and extend the larger survey findings. Pilot study also paved
way for further exploration of new areas and few areas of in-
significance were ignored. It also directed a few questions
and enquiry areas in line with objectives of the study.
c) Final observation
At final stage, while collecting actual data, an exhaustive
questionnaire / schedule was administered focusing all valid
areas of empowerment and the extent of such organizational
practices in growth of the company and creating an winning
work force, per se. As many as 125 odd areas were identified and
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put to test. The collection and examining of data was done in
three stages after communicating to all the employees the
purpose of the study and why their responses through active
participation are important at higher level and the benefits
it comes out for the Individual, Organization and the Nation
as a whole. We injected case-by-case basis, with a sense of
purpose & direction at all the three stages of data
collection.
Stage 1: In the first stage, Questionnaires and schedules were
drawn up after identifying the relevant empowerment angles and
put to test on a five-point scale. This was the first stage,
where each was asked to express his/her opinions on five-point
scale, viz:
Strongly agree Agree Can’t Say Disagree Strongly disagree
Stage 2: In the second stage, formal and informal observation
and discussions at workplace based on the responses expressed
regarding the practices in vogue was undertaken. In fact, at
this stage, each participating respondent was met personally
case by case, and was asked, through personal discussion
regarding his opinions and feelings on empowering system and
why such a feeling has been expressed. At this stage, more
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emphasis was laid on why such a system / practice was followed
and was it apt and the aftermath benefits of such practices.
It was more of fact finding and knowing the feelings,
analyzing views and opinions based on responses expressed
through questionnaire. A series of formal & informal visits
from time to time for each respondent was undertaken.
Injecting case-by-case and opinion-by-opinion was focused
much.
Stage 3: Based on these observations, final discussion was
held particularly on the responses elicited using the
questionnaire method and the observations and discussions
made. A collective opinions and views from all the sides were
pooled out at one point and put to test for final examination.
This was the last stage and all care was taken to see to it
that the opinions expressed, the observations done and what
actually are the practices undertaken were pooled for final
test and discussed at length. All the possible way through
which information could be collected was adopted. At each
stage of data collection, frequent discussions with the CEO
were undertaken.
CEO Data Collection:
The collection of information from CEO was done separately.
After a series of personal discussion with the CEO / MD, it
was decided to have a one to one personal talk, with the areas
identified. A series of pre-discussions informally paved way
in setting the enquiry areas for getting the desired
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responses. The main focus of discussion and collection of
information from CEO was to know from top man’s angle, the way
work environment has to be created and the difficulties one
usually (CEO) faces in creating such an empowered workforce
system in the organization. A series of discussions were held
phase by phase at various places in the organization and
practically explaining the systems at workplace in developing
and managing human resources and the organization.
Organizational meetings and discussions were also attended,
informal gatherings were observed and all the ways and means
of such practice and systems in relation to CEO & organization
ethos were keenly observed. At each stage of discussion, it
was actual participant and observation of functioning of the
system with CEO that was undertaken. The results based on
discussion with CEO are presented verbatim and as many as
twenty-five odd enquiries were put to test reflecting
empowerment culture.
Fig No 02: The mode of Data collection from CEO / MD
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Observed the system
Discussion with CEO
System/ Practices interface
Case by case
discussion
Back to CEO
Pooling all responses in presence of all
A) An in-formal observation over a period of time was donephase by phaseB) Discussion with CEO was done formally at one-one levelC) The opinions of CEO and system match was interfacedD) All the collected data of CEO through opinions wereobserved, verified case by case with each employeesE) The opinions / views of employees were put back to CEO /MD for discussion, and F) Entire system was observed in its fullest scope whilepooling all the opinions in the presence of all. A series ofmeetings were held.
The uniqueness of data collection in present study was the
pooling of all the responses of respondents at one place and
allowing each to express their views on the system and
practices in presence of each other and the CEO. It is quite
obvious that responses usually tend to differ in presence of
Management and this was taken care of. This was, however, to
know the facts and get a clear picture of the system and
practices and not otherwise cross examining and finding the
faults. This was also possible to have such pooling because of
the empowering environment & culture that exists in the
organization and at the same time, everyone understanding the
spirit of enquiry.
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Mode of Data Collection:
Personal discussions, interviews with each respondents, group
discussions and several meetings with the concerned employees
personally at various places like work-place (temple of
ethics), recreational hall (temple of health), yoga center
(temple of peace), R and D section, canteen, rest rooms was
extensively undertaken. The study injected case-by-case method
for collecting the required information. Frequent and series
of visits to each employee was undertaken phase by phase to
illicit opinions on the system and practices. It was, at one
instance, the employee, the manager and the CEO put together,
were allowed to express opinions on the system in presence of
each other. The intentions, however, was not for cross-
examining the opinions in presence of one another or verify
who is or was true, but, it was only to know the exact picture
from all the angles and thus, "blaming" somebody is ruled-out.
As has been already put forth, a holistic approach is what
makes empowerment work and hence this was the final path
followed for final data collection. At each stage, care was
taken to see that, all relevant facts on the practices were
elicited.
Angles of Enquiry:
Very many empowerment angles were identified and factors such
as understanding the system of accountability within the
organization, attitude development processes, mode adopted for
career planning, communication process adopted, decision
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making process, delegation and shared responsibility,
transparent behavior, ethical standards, feed-back system
adopted, methods for information sharing, leadership
development at all spheres, management and organizational
ethos practiced, power distribution, climate of politics,
degree of trust and loyalty, team working, employee
participation etc were put to test. As many as fifty core
areas with more than 125 enquires were put for examining at
length. The focus of enquiry was on the workplace empowerment
practices and the relevance of the system in the growth and
development of the organization. Similar areas were also
focused at the level of CEO.
Sources of data collection:
In the present study, both primary and secondary data are
utilized. Primary data was collected through administering
the questionnaire / schedule and participant observation was
undertaken. Meetings were attended, took part in discussions
and visited the actual workplace with the concerned respondent
to observe the system and practices. Getting information
through questionnaire and having discussions with each stage
by stage were done at primary level in collection of required
information.
Secondary data includes written policy statements, work
Papers from Harvard Business Review; Presentation at the
Academy of Management Annual Meeting; and the like
Annexure: Try mentioning the annexure that the thesis work may
have, mainly the questionnaire; Company profile; Video
clippings; snap shots; data sheet (coding, if at all);
Interview schedule; Live Interview.
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Infact, the present study also used the video graph of the CEOinterview appears in the paper entitled: Demystifying empoweredleadership: A CEOs Experiment in developing high performance workplaceculture, which formed part of annexure.
Concluding Remark:
The organisation is in the process of creating global systems
that serve the mission and vision and incredible things happen
and this is how empowerment and empowering employees has been
created at work place in the organisation. The other prime
reason why the organisation has been able to create such an
empowerment climate is the leader and the leadership. Because,
is the drum major leading the band or just walking in front of
it? signifies the success of the system. Quite true how
important it is to have a leader for the organisation to excel
has been clearly demonstrated. The leader with the vision and
mission can turn the very face of organisation and great
strides can be achieved as has been in the organisation under
the preview of the study. The leader, who motivates, inspires
and makes one realize is the true leader, which has widely
reflected in PPL organisation. Without employee’s realization
of the organisation existence, one can’t empower employees.
It should also be noted that, empowerment and
empowering employees is a holist approach and all the systems,
practices, people, leadership, culture, ethos, policies and
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principles should together join hands in working at it. If a
single element in this entire system is missing, empowerment
can hardly be practiced and organisational development will be
defective. Today, employees at every level expect to be
treated as valued members of their organisation. They seek
responsibility and look for independent decisions in the
affairs of organisation. They also seek power for better
organisational deeds. As also, the organization has been
meeting global standard in terms of all its systems and
products. The vision of the leader has paved the way for an
introduction of all these. They are now paying dividends. The
leader has introduced the system and has been instrumental in
inspiring the employees to view their growth through these
systems. A factory within the factory has emerged.
The experiment has come a long way. Today the
results of such efforts are also far reaching. The
organisation can safely boast of having highly motivated and
committed workforce. It has a creative and innovative
approach in place; it has employees who handle their
responsibilities professionally and have the inherent
capability to take independent decisions; a low employee
turnover; less absenteeism; a disciplined and confident
workforce with open and transparent behavior. The industrial
climate is also free from disputes. These are all because of
the empowerment practices the organisation initiated. All
these practices make for the good image the organisation
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carries today in the market, while enjoys the reputation of
high ethical organisation.
But, one thing is clear. At this particular time in
history, with thousands of our major organisations facing
global challenges and some even unable to cope in managing to
the extent needed, it is little wonder that organisational
anxiety about future will be much wide spread in our country
in the days to come. Experts and the observations in study
leads to conclude that organisation must foster Empowerment or
become extinct. We are likely to see more efforts of
empowerment in the future. I am put at end by stating, “there
is nothing Indian Organisations need more at this moment than
a true RENAISSANCE strategy towards human resource development
and management at every level”. Empowerment and empowering
employees in organization is the answer.
End Note…The Issues
Empowerment systems at workplace are an important contribution
to organizational effectiveness and growth. It is mental and
emotional involvement of employees that encourages them to
contribute to goals by sharing equal responsibility. It has
numerous limitations, but, when its pre-requisites are met and
the amount and type used reasonably fit the situation, it
offers potential for higher productivity, greater job
satisfaction, constant growth, continuous improvement and
other innumerable long-term benefits. The importance of
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present study, therefore, lies in exploring the present
situation and finding future avenues for such practice on
macro level. A structure, procedure, institutional framework
for such empowering practice requires a careful and balanced
study. The present study answers several questions in creating
a World Class Organization, a High Performing Workforce and
crystallizing the reasons as to “why top” performing companies
are different.
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Annexure No: 1: Some Sample Questions included for Employee
Reponses:
1. Each are accountable for their action & can’t blame others 2. All information is open and shared 3. Honesty & truthfulness is the only policy in organ4. They encourage working in team 5. People are allowed to take risk here 6. Gossip is the way of life 7. New ideas are often dismissed 8. The organization makes you insecure sometimes
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10 We need direction, supervision & guidance at each stage/step 11. I am made part of organization & take part in organization development process11. I can healthy criticize the boss, if I feel so12. I know each work, job & what one is doing in organization13. Few only are honest in organization14. Each is boss in himself15. Most people are conservative & not open16. Everything is not negotiable here & some matters are rigid17. I am paid just to work18. There is red tapesim & more bureaucracy 19. I know who appraise me20. Common rooms are shared.21. I stay back beyond my work time limit22. I am involved in Organization strategy preparation23. I can permit visitors, if I feel so, without any ones consent24. There is restriction for participation in all activities25. Suggestions are done regularly and honestly 26. We are free to suggest improvements to boss Without fear 27. Selecting of suggestions are subjective28. Rejected suggestions are explained due reasons there off29. I am been trusted in Organization30. Some have hidden agendas(A total of 125 questions with 30 Main areas were put to test)
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Annexure No: 2: Some Sample Questions included for CEO
Reponses:
What is your definition of Empowerment?
What type of culture required for empowerment
practices?
What are the traits that need to be developed in
employees?
How to create an Empowerment culture and strategies
in Organisation( the steps involved) ?
The area (scope) of Empowerment practices (the
boundaries to be defined)
What is the out-come of Empowerment (How to measure
the after-math of such practices)?
What is not Empowerment?
How should the CEO and the leadership be, viz: style,
traits and characteristics?
What should be the policies of organisation?
How committed are your employees
What are the training and development programme in
area of Empowerment subject be focused (Can training
be given to understand the system, if so, how)?
Does Empowerment in organisation have any relation
between atmospheres at home? Is there a co-relation
between work place empowerment practices and
atmosphere at home?
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What should be the degree of freedom in an empowered
organisation?
What is open door policy and how is it practiced in
PPL?
What type of leadership exists in PPL, which
reflect empowerment practices?
What are Ethical Management and the relation with
Empowerment (share the experience at PPL)?
How to develop Human Resources and Organisation in
the present Millennium through Employee Empowerment,
per se?
Annexure No: 3: Section wise Question focused for Employee
category
1. Accountability
2. Belief/Trust/
3. Bureaucracy
4. Career planning
5. Culture
6. Customer Satisfaction
7. Decision Making
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8. Encouragement
9. Ethos
10. Feedback
11. Freedom
12. Leadership
13. Learning Organisation
14. Loyalty
15. Management Style
16. Meeting
17. Ownership Culture
18. Participation
19. Policy
20. Politics
21. Recognition
22. Relationship
23. Responsibility
24. Self Esteem
25. Suggestion
26. Suggestion box
27. Team
28. Transparent
29. Treatment
30. TQM
31. QWL/QWL/QWL
32. Values
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Annexure No: 4: Section wise Question focused for CEO level
1. Belief System
2. Creativity
3. Commitment
4. Confidence building
5. Dedication
6. Communication
7. Development
8. Discipline
9. EGO
10. Ethics
11. Honest
12. Industrial Democracy
13. Insecurity
14. Knowledge Sharing
15. Mind Set
16. Organizational Health
17. Power Distribution
18. Perception
19. Respect to Individual
20. Structure
21. Total Quality People
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The Results of designing such methodology for ManagementResearch
Table No.1The Respondents Target Group at PPL
Sl No Levels Total Employees Responded % of Responses *
Exhibit No. 1The model of prioritizing the areas for employee empowerment
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Without trust,You can’t delegate
Without delegatingpower, you can’t share
Without sharingresponsibility, you
Without sharingauthority, you cannot
Without powerdistribution, no one is
Exhibit No. 2
Workplace culture and Institutional Values of PPL♣
Freedom to do work in One’s own way No Supervision/ Foreman No Bureaucracy and Administration interference No Red-tapism High Value to Human Sharing Common Platform Trusting each persons actions
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Without accountability,none can share the
success
Without success, youcannot create a business
Each one is encouraged No restrictions for new inventions One can fail, no punishment
Exhibit No. 3Areas of Empowerment practiced at PPL♣
Complete Freedom Total Transparency Keeping Faith Full Responsibility Accountability for ones actions Freedom / Liberty to decide course of actions Involvement / Participation Transparent feedback Shared Responsible Delegated authority No hidden Agenda Complete Autonomy Power to take decisions
Exhibit No. 4Traits Visible and Personal Characteristics of PPL Employees
Openness and Transparent Positive approach
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No defined mindset Empathy Free from bias No scapegoat attitude/ behavior High Commitment Practical approach Disciplined Trustworthiness Visionary Enjoys the work Loyal and Truthful
Based on the experience and responses of CEO♣
Exhibit No. 5Outcome of Empowerment at PPL♣
High Productivity Consistent Growth Nil Employee Turnover High Level of Job satisfaction NO Industrial Relation problems No Conflicts/ Disputes Intrinsic Satisfaction Seeks Outright Responsibility Is with the organization Works that Extra miles Accepts out-right responsibility
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Exhibit No. 6Definition on Workplace Systems of PPLConventional PPL
Do what is told Do what is required Liberty misused Liberty made use tofullest extent Not my job attitude It is everyone's job Commitment level low High commitment due tosystem Less ethical High ethical standards Lack of scope for improvement Wide scope for improvement Various committees / councils Never a designated committee /councils Less trust Trust is core Supervised work No Supervision Freedom restricted More freedom enjoyed Restricted behavior Transparentbehavior
Exhibit No. 7Employees viewing CEO Traits as a Leader
Respects all Open communicatorSincere Accepts criticismEncourages at all times Result orientedMotivates and Inspires
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ParticipativeHuman Resource oriented Visionary Based on the experience and responses of Employees♣
