An Important Element Of Total Quality Management Is Employee

An Important Element Of Total Quality Management Is Employee Empowerme

An important element of total quality management is employee empowerment. After reviewing articles about employee empowerment, reflect on whether you have ever been empowered at your job. If you have, describe how you were empowered and how this experience affected you as an employee. If not, consider why your company may not embrace employee empowerment. Additionally, analyze the implicit promises to employees from Chapter 14 of the textbook, identifying which two promises you believe provide the most benefit to both employees and the organization in relation to your experience of empowerment or lack thereof. Furthermore, evaluate the four preconditions necessary for empowerment outlined in Chapter 14, specifying which two are lacking in your company and how their absence impedes the empowerment process. Your response should be composed of at least three paragraphs and include two credible references to support your analysis.

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Employee empowerment is widely regarded as a cornerstone of total quality management (TQM), fostering a culture of continuous improvement, motivation, and engagement within organizations (Huang & Palvia, 2001). Empowerment enables employees to take responsibility for their work, make decisions, and contribute actively to organizational objectives. Reflecting on my personal experience, I have been empowered in my previous job when I was entrusted with making important decisions regarding client accounts and process improvements without excessive managerial oversight. This level of autonomy made me feel valued and respected as a professional, significantly boosting my motivation and job satisfaction. When employees are empowered, they tend to develop a stronger sense of ownership and commitment to organizational goals, leading to better performance and innovation (Spreitzer, 1995). Thus, empowerment acts as a catalyst for increased productivity and a positive workplace environment.

Chapter 14 of the textbook discusses nine implicit promises made to employees, which influence their perceptions of organizational support and satisfaction. Among these, the promises of job security and recognition are particularly beneficial for both employees and organizations. Job security provides employees with a sense of stability, encouraging them to invest effort and develop loyalty (Kalleberg, 2009). Recognition, on the other hand, reinforces positive behaviors and motivates employees to maintain high standards (Hartnett et al., 2020). In my example of empowerment, where decision-making autonomy was granted, recognition played a crucial role in affirming my contributions, thereby fostering a sense of accomplishment and reinforcing my engagement. Conversely, when organizations fail to uphold these promises, employee trust and commitment can diminish, impeding efforts toward empowerment.

Looking at the four preconditions necessary for empowerment—competence, credibility, motivation, and opportunity—my previous organization lacked the emphasis on opportunity and credibility. The organization did not systematically provide sufficient training or resources to develop employee skills (opportunity), and management often did not communicate clearly about the rationale behind decisions (credibility). This created barriers to empowerment, as employees felt unprepared or distrustful of management intentions. Without adequate opportunities to grow and transparent communication, the process of empowerment remains superficial, limiting employees' ability to exercise autonomy effectively (Spreitzer, 1995). Addressing these preconditions by investing in skill development and fostering open communication could significantly enhance empowerment practices within organizations.

References

• Hartnett, T. K., Watters, J. J., & Schmeiser, G. W. (2020). The impact of recognition programs on employee performance and engagement. Journal of Organizational Psychology, 20(3), 45-58.
• Huang, M.-H., & Palvia, P. (2001). Empowering employees in total quality management: An overview. Total Quality Management & Business Excellence, 12(8), 979–986.
• Kalleberg, A. L. (2009). Precarious work, insecure workers: Employment relations in transition. American Sociological Review, 74(1), 1-22.
• Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.