The complexities of employee empowerment have been largely underestimated and it is clear that organisations struggle with putting the concept into practice. Rozana Ahmad Huq recognises that effective utilisation of human resources is a strategic issue for organisations. Hierarchical organisations struggle to survive. The growing trend for downsizing and merging of organisations means that they can no longer maintain the 'command and control' approach and employees are given more responsibility and expected to take decisions. However, simply burdening employees with extra responsibility without empowering them does not deliver results. Drawing on her own research in organisations, Dr Huq investigates the concept of empowerment in a new way that combines themes from the disciplines of management and social work, the latter being a domain where empowerment is an important construct. This helps to bridge 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. Ultimately, the author offers 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. This book is a resource for any business or other organisation genuinely interested in employee empowerment and for those with a responsibility for teaching about it.

The complexities of employee empowerment have been largely underestimated and it is clear that organisations struggle with putting the concept into practice. Rozana Ahmad Huq recognises that effective utilisation of human resources is a strategic issue for organisations. Hierarchical organisations struggle to survive. The growing trend for downsizing and merging of organisations means that they can no longer maintain the 'command and control' approach and employees are given more responsibility and expected to take decisions. However, simply burdening employees with extra responsibility without empowering them does not deliver results. Drawing on her own research in organisations, Dr Huq investigates the concept of empowerment in a new way that combines themes from the disciplines of management and social work, the latter being a domain where empowerment is an important construct. This helps to bridge 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. Ultimately, the author offers 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. This book is a resource for any business or other organisation genuinely interested in employee empowerment and for those with a responsibility for teaching about it.

Potterfield calls for actions that cut through the ideological barriers to empowerment at the corporate level and also for ways to alter the prevailing power structure, to enhance the relative strength of employees in various types of organizations. His book provides a synthesis of major empowerment theories and viewpoints, a discussion of its historical and intellectual roots, an inquiry into empowerment practices at a Fortune 100 company, and a discussion of both the emancipatory potential and ideological constraints in empowerment theories and practices. With specific recommendations for corporate and societal action, Dr. Potterfield's book is an invaluable resource for professionals, teachers, and students in management, organizational studies, human resources, and organizational change.

This introduction to success in the workplace presents business psychology in clear, layman's language, helping readers understand how the application of psychology can help them improve individual and organizational effectiveness. It addresses the latest topics, including the new model of career advancement, gender differences in communication style, managing conflict through cognitive restructuring, human aspects of adjusting to technology, the problem of online addictions, the portfolio career, career downshifting, prospering in a learning organization, dealing with a micromanaging supervisor, 360-degree feedback, cultural diversity and ethics in the office, and other relevant topics with the goal of developing an appreciation of key principles and findings of the psychology of individual behavior. For human resources, industrial/organizational psychology, and general business managers and professionals. - Publisher.

The most ambitious, comprehensive and authoritative management solution ever published, it brings together the latest management thinking from the best in the world

Managers responsible for OSHA compliance and employee safety learn how to increase personal responsibility for safety and how to involve all employees in actively caring for a Total Safety Culture. Using everyday language -- as well as anecdotes, illustrations and case studies -- this is a user-friendly reference text for professionals in the safety field. It tells you what steps to take now -- today -- to empower employees and dispel the barriers -- physical and mental, real and imagined -- that hold us back from preventing injuries.