The Psychology of Employee Empowerment: Concepts, Critical Themes and a Framework for Implementation
Autor Rozana Ahmad Huqen Limba Engleză Paperback – 14 iun 2017
| Toate formatele și edițiile | Preț | Express |
|---|---|---|
| Paperback (1) | 299.23 lei 6-8 săpt. | |
| Taylor & Francis – 14 iun 2017 | 299.23 lei 6-8 săpt. | |
| Hardback (1) | 766.29 lei 6-8 săpt. | |
| Taylor & Francis – 28 sep 2015 | 766.29 lei 6-8 săpt. |
Preț: 299.23 lei
Preț vechi: 342.28 lei
-13% Nou
Puncte Express: 449
Preț estimativ în valută:
57.26€ • 60.23$ • 47.70£
57.26€ • 60.23$ • 47.70£
Carte tipărită la comandă
Livrare economică 03-17 ianuarie 25
Preluare comenzi: 021 569.72.76
Specificații
ISBN-13: 9781138098602
ISBN-10: 1138098604
Pagini: 304
Dimensiuni: 174 x 246 x 26 mm
Greutate: 0.52 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
ISBN-10: 1138098604
Pagini: 304
Dimensiuni: 174 x 246 x 26 mm
Greutate: 0.52 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
Cuprins
Contents: Prologue. Part I What is Employee Empowerment About?: Concept of employee empowerment in the management literature; The debate: why empower and why not? Part II What Does Social Work Have to Do with It?: Concept of empowerment in social work; Knowledge drawn from social work literature. Part III What Does Psychology Have to Do with It?: Psychological implications; Psychological empowerment. Part IV From Boardroom to Factory Floor: ’Let the Data Speak!’: Employee empowerment: experiences of two organisations; Psychological impact: expectations and outcomes. Part V Does it Deliver?: The story unfolded; What does it actually deliver? Part VI Changing Role of Leaders: De-skilling and re-skilling. Part VII Huq’s Model of Employee Empowerment: Call for a ’corrective response’ : Huq’s Model of Employee Empowerment. Epilogue; Bibliography; Index.
Notă biografică
Dr Rozana Ahmad Huq is an Organisational Behaviourist. She achieved her PhD from Queen’s University Management School Belfast, UK. She lectured at the same University on BBA, MBA, MSSc courses and Strategy and Leadership Programme in Social Work. Her teaching subjects include Organisational Behaviour, Leadership, Employee Empowerment, Managing Change and Total Quality Management (TQM). Dr Huq, runs her own management and training company, RHM Training. She has wide experience in teaching, training and providing services as an educational consultant, board director, lecturer and workshop facilitator. She also delivers one-to-one leadership development sessions to leaders and chief executives, locally and internationally. Dr Huq has published journal articles, conference papers and books on employee empowerment. She has made a notable contribution to knowledge about employee empowerment. Dr Huq was appointed a Non-Executive Director of an NHS hospital in the UK; she was also Chair of the Arts Care Committee at the same hospital. She has given her time voluntarily to many projects. She has been a member of organisations in different capacities, from Chair to Committee Member, to name a few, such as, Bryson House, Community Development and Health Network, Health Promotion Agency, Patient's Forum, Multi-Cultural Resource Centre and UK Public Health Alliance. Dr Huq was invited to meet her Majesty, Queen Elizabeth II, in recognition of her contribution to education and work in the community.
Recenzii
"I was struck but the thoughtful and sensitive manner in which Dr Huq approaches and positions her chosen topic. This draws the reader into a safe and warm discussion where the argument allays fears, explains complex topics readily and with dexterity and general puts the reader at ease. […] The book is hands-on. It moves from the theory front-end of the text and provides two very good case studies through which to contextualise the thinking. Perhaps most important of all, the final sections of the text provide a road map for practitioners to implement and engage with the ideas in work and organizational settings. […] The idealism and vision running through this work points at a genuine need for values in the workplace and suggests employee empowerment as a way of building and actioning these. Dr Huq’s text is a carefully crafted, thought-provoking work and it has value for academics and practitioners alike – indeed it perhaps inspires to a hybrid portmanteau of the two in order to operationalise the ideas in the text – the ‘praca-demic’. This is a worthwhile and novel piece of design and call to action."
Professor Peter Stokes, Professor of Leadership and Professional Development, Leicester Castle Business School, De Montfort University, Leicester, United Kingdom
‘Understanding, and effectively managing, the relationship between Empowerment and Leadership is one of the central issues of our time. Dr Huq’s research and analysis not only makes an important scholarly contribution to the theory of the subject but, in her well-presented and readable book, she makes invaluable suggestions on the critical area of the practice of employee empowerment. All individuals with leadership roles urgently need to rethink their ideas, roles and behaviours within Dr Huq’s insightful "Framework for Implementing Employee Empowerment Model".’
Professor Bruce Lloyd, London South Bank University, UK
‘This book makes a helpful contribution to employee involvement and empowerment in relation to organisational improvement. Much of the existing literature in this area comes from an operations management and TQM background. Hence the current work's grounding in psychology gives a much needed new perspective. This approach gives a more rounded view of employee empowerment from both theory and practice and avoids overly simple assumptions which often pervade the literature in this area. The work is effectively supported by Dr Huq’s extensive experience of researching and consulting in this area. I strongly recommend this text to academics and practitioners seeking a fuller understanding of employee involvement and empowerment leading to increased organisational effectiveness.’
Professor Rodney McAdam, Ulster University Business School, UK
‘"Managerialism" is seen by many as the cause of social work's loss of professional confidence which can only be recovered through the reassertion of "relationship" as the discipline's core. So it is intriguing to find in Huq a writer who looks to social work for key insights, not to fend off management but to strengthen it. With "empowerment" as the bridge she shows how both disciplines can engage with one another to mutual benefit. To achieve effective management through empowerment, Huq argues convincingly in her "Framework for Implementing Employee Empowerment Model D" for a synergy of the managerial goals of effectiveness, efficiency and innovation with social work insights into power, personal relationship and psychological well being. She challengingly highlights a paradox that if a sustainable, productive future is to be found, would-be powerful leaders need to learn the lessons of how to create enabling and empowering environments from a profession who works with those pushed to the social margins.’
Professor John Pinkerton, Queen’s University Belfast, UK
The Psychology of Employee Empowerment
By Rozana Ahmad Huq
Farnham, Gower Publishing, 2015, www.gowerpublishing.com
A long-standing theme of my work in relation to leadership and management has been the importance of getting the best out of employees (supporting them, developing them, taking workplace well-being seriously), rather than making the mistake of trying to get the most out of them (piling on the pressure, seeking to maximise exploitation, regarding them as expendable). I therefore welcome this important book on employee empowerment.
Underpinning employee empowerment is the well-supported idea that giving employees a degree of autonomy and trusting them to make decisions within their sphere of responsibility will produce better results in both quantitative and qualitative ways, and give rise to better consequences for the organisation and the individual alike.
Based on a research project, this book offers an intriguing and well-researched perspective on the subject matter. Recognising the relative paucity of material on employee empowerment in the management literature, the author has extended her analysis to include literature from the field of social work where empowerment has received far more attention, particularly in relation to client empowerment. Indeed, empowerment has long been recognised as a central feature of social work practice (Thompson, 2007).
The author takes three themes around empowerment from the management literature and four from the social work literature to provide a fuller framework of making sense of employee empowerment. This creates a broad-ranging model that could serve well as a basis for analysing and informing efforts to promote employee empowerment.
The focus is on businesses and competitive advantage, but the insights offered here could equally be applied to public service and voluntary sector organisations. Indeed, employee empowerment could be seen as a useful way forward for any organisations, as what it seeks to do is to help make working life meaningful, and therefore something that they can readily engage with.
There is an irony that so many organisations invest significant sums of money in employing staff and then develop regimes and cultures that so often seem to be geared more towards restricting human potential, energy, creativity and commitment than to capitalising on what their employees have to offer by creating the right conditions for them to flourish, take ownership and produce the best results they can. It is as if they are treating their human resources just like any other resources, without appreciating what a huge difference being human makes (Thompson, 2013).
This clear, intelligent, well-written book therefore offers an important foundation of understanding that should be very useful to any manager or management team or human resource professional who is committed to making a reality of employee empowerment. It should also be of value to trade unionists who want to play a part in supporting their members in taking forward employee empowerment initiatives as effectively as possible.
It will also be of use in social work as well as in the broader field of people management. That is because, while, at the practitioner level, there is a strong emphasis on empowerment, at the organisational level, the idea of employee empowerment is lost in the anxiety generated by target-based systems of management and risk-averse cultures that tend to be so restrictive and stifling, far removed from the important ethos of employee empowerment.
Dr Neil Thompson
Avenue Consulting Ltd, visiting professor, Wrexham Glyndŵr University
References
Thompson, N. (2007) Power and Empowerment, Lyme Regis, Russell House Publishing.
Thompson, N. (2013) People Management, Basingstoke, Palgrave Macmillan.
"I was struck but the thoughtful and sensitive manner in which Dr Huq approaches and positions her chosen topic. This draws the reader into a safe and warm discussion where the argument allays fears, explains complex topics readily and with dexterity and general puts the reader at ease. […] The book is hands-on. It moves from the theory front-end of the text and provides two very good case studies through which to contextualise the thinking. Perhaps most important of all, the final sections of the text provide a road map for practitioners to implement and engage with the ideas in work and organizational settings. […] The idealism and vision running through this work points at a genuine need for values in the workplace and suggests employee empowerment as a way of building and actioning these. Dr Huq’s text is a carefully crafted, thought-provoking work and it has value for academics and practitioners alike – indeed it perhaps inspires to a hybrid portmanteau of the two in order to operationalise the ideas in the text – the ‘praca-demic’. This is a worthwhile and novel piece of design and call to action."
Professor Peter Stokes, Professor of Leadership and Professional Development, Leicester Castle Business School, De Montfort University, Leicester, United Kingdom
"Understanding, and effectively managing, the relationship between Empowerment and Leadership is one of the central issues of our time. Dr Huq's research and analysis not only makes an important scholarly contribution to the theory of the subject but, in her well-presented and readable book, she makes invaluable suggestions on the critical area of the practice of employee empowerment. All individuals with leadership roles urgently need to rethink their ideas, roles and behaviours within Dr Huq's insightful Framework for Implementing Employee Empowerment Model."
- Bruce Lloyd, London South Bank University, UK
"This book makes a helpful contribution to employee involvement and empowerment in relation to organisational improvement. Much of the existing literature in this area comes from an operations management and TQM background. Hence the current work's grounding in psychology gives a much needed new perspective. This approach gives a more rounded view of employee empowerment from both theory and practice and avoids overly simple assumptions which often pervade the literature in this area. The work is effectively supported by Dr Huq's extensive experience of researching and consulting in this area. I strongly recommend this text to academics and practitioners seeking a fuller understanding of employee involvement and empowerment leading to increased organisational effectiveness."
-Rodney McAdam, Ulster University Business School, UK
"Managerialism is seen by many as the cause of social work's loss of professional confidence which can only be recovered through the reassertion of 'relationship' as the discipline's core. So it is intriguing to find in Huq a writer who looks to social work for key insights, not to fend off management but to strengthen it. With empowerment as the bridge she shows how both disciplines can engage with one another to mutual benefit. To achieve effec
Professor Peter Stokes, Professor of Leadership and Professional Development, Leicester Castle Business School, De Montfort University, Leicester, United Kingdom
‘Understanding, and effectively managing, the relationship between Empowerment and Leadership is one of the central issues of our time. Dr Huq’s research and analysis not only makes an important scholarly contribution to the theory of the subject but, in her well-presented and readable book, she makes invaluable suggestions on the critical area of the practice of employee empowerment. All individuals with leadership roles urgently need to rethink their ideas, roles and behaviours within Dr Huq’s insightful "Framework for Implementing Employee Empowerment Model".’
Professor Bruce Lloyd, London South Bank University, UK
‘This book makes a helpful contribution to employee involvement and empowerment in relation to organisational improvement. Much of the existing literature in this area comes from an operations management and TQM background. Hence the current work's grounding in psychology gives a much needed new perspective. This approach gives a more rounded view of employee empowerment from both theory and practice and avoids overly simple assumptions which often pervade the literature in this area. The work is effectively supported by Dr Huq’s extensive experience of researching and consulting in this area. I strongly recommend this text to academics and practitioners seeking a fuller understanding of employee involvement and empowerment leading to increased organisational effectiveness.’
Professor Rodney McAdam, Ulster University Business School, UK
‘"Managerialism" is seen by many as the cause of social work's loss of professional confidence which can only be recovered through the reassertion of "relationship" as the discipline's core. So it is intriguing to find in Huq a writer who looks to social work for key insights, not to fend off management but to strengthen it. With "empowerment" as the bridge she shows how both disciplines can engage with one another to mutual benefit. To achieve effective management through empowerment, Huq argues convincingly in her "Framework for Implementing Employee Empowerment Model D" for a synergy of the managerial goals of effectiveness, efficiency and innovation with social work insights into power, personal relationship and psychological well being. She challengingly highlights a paradox that if a sustainable, productive future is to be found, would-be powerful leaders need to learn the lessons of how to create enabling and empowering environments from a profession who works with those pushed to the social margins.’
Professor John Pinkerton, Queen’s University Belfast, UK
The Psychology of Employee Empowerment
By Rozana Ahmad Huq
Farnham, Gower Publishing, 2015, www.gowerpublishing.com
A long-standing theme of my work in relation to leadership and management has been the importance of getting the best out of employees (supporting them, developing them, taking workplace well-being seriously), rather than making the mistake of trying to get the most out of them (piling on the pressure, seeking to maximise exploitation, regarding them as expendable). I therefore welcome this important book on employee empowerment.
Underpinning employee empowerment is the well-supported idea that giving employees a degree of autonomy and trusting them to make decisions within their sphere of responsibility will produce better results in both quantitative and qualitative ways, and give rise to better consequences for the organisation and the individual alike.
Based on a research project, this book offers an intriguing and well-researched perspective on the subject matter. Recognising the relative paucity of material on employee empowerment in the management literature, the author has extended her analysis to include literature from the field of social work where empowerment has received far more attention, particularly in relation to client empowerment. Indeed, empowerment has long been recognised as a central feature of social work practice (Thompson, 2007).
The author takes three themes around empowerment from the management literature and four from the social work literature to provide a fuller framework of making sense of employee empowerment. This creates a broad-ranging model that could serve well as a basis for analysing and informing efforts to promote employee empowerment.
The focus is on businesses and competitive advantage, but the insights offered here could equally be applied to public service and voluntary sector organisations. Indeed, employee empowerment could be seen as a useful way forward for any organisations, as what it seeks to do is to help make working life meaningful, and therefore something that they can readily engage with.
There is an irony that so many organisations invest significant sums of money in employing staff and then develop regimes and cultures that so often seem to be geared more towards restricting human potential, energy, creativity and commitment than to capitalising on what their employees have to offer by creating the right conditions for them to flourish, take ownership and produce the best results they can. It is as if they are treating their human resources just like any other resources, without appreciating what a huge difference being human makes (Thompson, 2013).
This clear, intelligent, well-written book therefore offers an important foundation of understanding that should be very useful to any manager or management team or human resource professional who is committed to making a reality of employee empowerment. It should also be of value to trade unionists who want to play a part in supporting their members in taking forward employee empowerment initiatives as effectively as possible.
It will also be of use in social work as well as in the broader field of people management. That is because, while, at the practitioner level, there is a strong emphasis on empowerment, at the organisational level, the idea of employee empowerment is lost in the anxiety generated by target-based systems of management and risk-averse cultures that tend to be so restrictive and stifling, far removed from the important ethos of employee empowerment.
Dr Neil Thompson
Avenue Consulting Ltd, visiting professor, Wrexham Glyndŵr University
References
Thompson, N. (2007) Power and Empowerment, Lyme Regis, Russell House Publishing.
Thompson, N. (2013) People Management, Basingstoke, Palgrave Macmillan.
"I was struck but the thoughtful and sensitive manner in which Dr Huq approaches and positions her chosen topic. This draws the reader into a safe and warm discussion where the argument allays fears, explains complex topics readily and with dexterity and general puts the reader at ease. […] The book is hands-on. It moves from the theory front-end of the text and provides two very good case studies through which to contextualise the thinking. Perhaps most important of all, the final sections of the text provide a road map for practitioners to implement and engage with the ideas in work and organizational settings. […] The idealism and vision running through this work points at a genuine need for values in the workplace and suggests employee empowerment as a way of building and actioning these. Dr Huq’s text is a carefully crafted, thought-provoking work and it has value for academics and practitioners alike – indeed it perhaps inspires to a hybrid portmanteau of the two in order to operationalise the ideas in the text – the ‘praca-demic’. This is a worthwhile and novel piece of design and call to action."
Professor Peter Stokes, Professor of Leadership and Professional Development, Leicester Castle Business School, De Montfort University, Leicester, United Kingdom
"Understanding, and effectively managing, the relationship between Empowerment and Leadership is one of the central issues of our time. Dr Huq's research and analysis not only makes an important scholarly contribution to the theory of the subject but, in her well-presented and readable book, she makes invaluable suggestions on the critical area of the practice of employee empowerment. All individuals with leadership roles urgently need to rethink their ideas, roles and behaviours within Dr Huq's insightful Framework for Implementing Employee Empowerment Model."
- Bruce Lloyd, London South Bank University, UK
"This book makes a helpful contribution to employee involvement and empowerment in relation to organisational improvement. Much of the existing literature in this area comes from an operations management and TQM background. Hence the current work's grounding in psychology gives a much needed new perspective. This approach gives a more rounded view of employee empowerment from both theory and practice and avoids overly simple assumptions which often pervade the literature in this area. The work is effectively supported by Dr Huq's extensive experience of researching and consulting in this area. I strongly recommend this text to academics and practitioners seeking a fuller understanding of employee involvement and empowerment leading to increased organisational effectiveness."
-Rodney McAdam, Ulster University Business School, UK
"Managerialism is seen by many as the cause of social work's loss of professional confidence which can only be recovered through the reassertion of 'relationship' as the discipline's core. So it is intriguing to find in Huq a writer who looks to social work for key insights, not to fend off management but to strengthen it. With empowerment as the bridge she shows how both disciplines can engage with one another to mutual benefit. To achieve effec
Descriere
How do you empower employees? Organisations are introducing employee empowerment, but do they really understand what it means, and how to implement it? In The Psychology of Employee Empowerment, Dr Huq draws on her own research in organisations to deliver a 'practice model' to help people in management and non-management understand the new roles and behaviours that they need to adopt if empowerment is to become a reality. Rozana Ahmad Huq bridges the gaps in knowledge in the management domain and draws attention to the positive and negative psychological implications for employees of the practice of empowerment that are often ignored by leaders and managers. This book is a resource for any business or organisation genuinely interested in employee empowerment, and for those with a responsibility for teaching it.