In many cases the lack of employee motivation is determined by poor design of work processes. Too often, workers simply do what is assigned, but not because they want to do more, but because he is not allowed. Is it possible another model? As I said in several articles, the real motivation comes from inside the individual, when he feels useful, reaches certain targets, you acknowledges your work, you have certain responsibilities … However, the prevailing mentality in the company traditionally very different from this. Some believe they have invested too much time to create a rigid procedures for anyone to say now come to be given some freedom to workers to limit! Who's in a company "traditional" fully recognize these symptoms: the orders flow from top to bottom, do not always know if one is doing a good job or not, there are many repetitive tasks and insignificant, the problems are resolved heads, which are also those who put the ideas, and not place great importance on staff training (what, you do not, they are limited to do what they have to do, period!). The empowerment is to delegate power and authority to subordinates so that they feel ownership of their work. Companies using the empowerment know that employees may be wrong, but so do the bosses. Therefore, employees should be clear how they should act and what the objective to achieve, and from there, have some freedom to do so.
In a way, one could say that the worker knows the end and he determines which media use. Thus, companies that use this tool, employees feel their work is important to have some authority to act on behalf of the company, participate in decision making, provide ideas and solutions, and these are recognized, and develop their knowledge and skills broadly. They seem to all benefits, right? Empowerment is not easy to implement, the first resistance comes from the very management and middle managers, who may see it as a loss of status and importance, if the workers themselves who make many decisions. After the address is convinced implement this tool, you must clearly establish the relationships between all the discipline that should exist (for anyone confuse the freedom of the worker may have to do what he wants), and commitment to the system, so that everyone will be clear. It should be the selection of staff taking into account the empowerment (people with adequate capacity to meet the challenge), and should take the necessary training. Empowerment can be very suitable for utility companies (for example, hotels), although it is a technique widely used in other sectors, for example in manufacturing, in countries like Japan, with great benefits: employees motivated, lots of ideas proposed, congruence of the individual goals and those of the company, customer service (internal and external) exquisite …
management
Japan
December 11, 2019
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In many cases the lack of employee motivation is determined by poor design of work processes. Too often, workers simply do what is assigned, but not because they want to do more, but because he is not allowed. Is it possible another model? As I said in several articles, the real motivation comes from inside the individual, when he feels useful, reaches certain targets, you acknowledges your work, you have certain responsibilities … However, the prevailing mentality in the company traditionally very different from this. Some believe they have invested too much time to create a rigid procedures for anyone to say now come to be given some freedom to workers to limit! Who's in a company "traditional" fully recognize these symptoms: the orders flow from top to bottom, do not always know if one is doing a good job or not, there are many repetitive tasks and insignificant, the problems are resolved heads, which are also those who put the ideas, and not place great importance on staff training (what, you do not, they are limited to do what they have to do, period!). The empowerment is to delegate power and authority to subordinates so that they feel ownership of their work. Companies using the empowerment know that employees may be wrong, but so do the bosses. Therefore, employees should be clear how they should act and what the objective to achieve, and from there, have some freedom to do so.
In a way, one could say that the worker knows the end and he determines which media use. Thus, companies that use this tool, employees feel their work is important to have some authority to act on behalf of the company, participate in decision making, provide ideas and solutions, and these are recognized, and develop their knowledge and skills broadly. They seem to all benefits, right? Empowerment is not easy to implement, the first resistance comes from the very management and middle managers, who may see it as a loss of status and importance, if the workers themselves who make many decisions. After the address is convinced implement this tool, you must clearly establish the relationships between all the discipline that should exist (for anyone confuse the freedom of the worker may have to do what he wants), and commitment to the system, so that everyone will be clear. It should be the selection of staff taking into account the empowerment (people with adequate capacity to meet the challenge), and should take the necessary training. Empowerment can be very suitable for utility companies (for example, hotels), although it is a technique widely used in other sectors, for example in manufacturing, in countries like Japan, with great benefits: employees motivated, lots of ideas proposed, congruence of the individual goals and those of the company, customer service (internal and external) exquisite …
management