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istic. Several models have been proposed for managing change. What I take from these models is the role of employee readiness and participation in the change processes and its ability to significantly improve the chances of successful organisational change (See Armenakis et al., 1993 and 1999). With respect to the institution of empowerment programs, the ‘employee readiness’ concept suggests that prior to ‘empowerment’ staff are made ready through training and development programs, information sessions and participative deliberations etc. If staffs are fully informed and are part of setting up the empowerment program, then there will be little resistance to such programs and its chances of success will be high.

Beirne (1999) contends that the literature on empowerment has documented the fact that ‘the initial impetus to empowerment often comes from external factors, including consumer demands, technological innovations, quality audits, and more specifically, the Patients’ Charter and ‘internal’ market’ (p. 221). The implication of this is that several external pressures drive the need for empowerment thus presenting a second agenda and external priorities to the empowerment process. Effectiveness is thus reduced as the focus is on achieving other goals through employee empowerment. Considering for example a situation where there is the need for more front line managers during the Christmas period within a firm. Staffs are empowered through delegation to fill this decision making role. The tendency will be for staff to be pulled back from managerial roles when the peak period is over. This type of ad-hoc empowerment which is common in most institutions can result to counterproductive behaviour.

Employee wellbeing, development and empowerment needs to be crafted as one of the core strategies of the company. It should not be an issue that is regarded as discretionary within the firm and it handled differently by different managers. It should be stated as firm policy to increase is seriousness both for management and employees. This will show that the company as a whole values its workforce. John Lewis for example has what I will class as one of the most valued set of employees. The firm officially calls its employees ‘its partners’, allowing them to own shares in the firm in order that they can share in its profitability and its losses. This increases the sense of belonging and community and encourages employees to be innovative and hardworking.

At this stage management needs to ensure that both management and employees share the vision, mission and objectives of the firm. This could be through periodic publications, staff meetings and conferences to reinforce the visions and objectives of the firm.

It might also be important to set out clearly defined goals and guidelines outlining expectations so that employees are aware of set targets and time lines.

It is necessary to help staff to be ready for empowerment. It is pointless to delegate duties to staff who are not well trained, qualified or prepared to accept new levels of responsibility. Staff will resist empowerment and share decision making if they don’t feel confident that they would be successful or meet the new expectations. Employee training and development can be used to improve staff skills and awareness to ensure that they are ready to take on new roles and make informed decisio本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。