...Empowerment Approach to Human Services Management Paper Vanessa Cuffee September 5, 2014 BSHS/425 Heather Zuhurak The empowerment approach will ensure a client that help will be provided in a respectful and empowering way. Empowerment is used at my agency to lift and encourage clients to better their daily lives. In every aspect positive energy and approaches are used. The client’s strengths are building upon, and this helps strengthen his or her weaknesses. There are 12 basic principles in the empowerment approach. 1. Empowerment-oriented organizations create formal structures that support client’s participation in organizational decision-making. 2. Empowerment-oriented organizations create partnerships with program beneficiaries in which clients, staff, and board members are all treated equally. 3. In service delivery the purpose of involving the client is to decrease personal feelings of powerlessness, improve the quality of services, and the access to services. 4. Empowerment-oriented organizations will develop policies, programs, and procedures that will bridge cultural, ethnic, gender, and other demographic barriers to effective service delivery. 5. Empowerment-oriented organizations have managers who are 100% committed to the empowerment of staff members and program beneficiaries. 6. Empowerment-oriented organizations have specific strategies that will increase the psychological empowerment and workers motivation. 7. Team building and collaboration among...
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...Empowerment and Approach Paper Franita Jones BSHS/425 June 20, 2016 Venessa Lee Empowerment and Approach Paper This paper will imitate ideas used for empowerment of consumers within organizations. There are 12 principles that administrators, workers, clients, and board members should take into account in the human service field. It is important to execute procedures and protocols that address consumers without social partiality in social systems. Contained in this paper, the reader has a impression of how a dream organization or agencies arrange quality service delivery to their consumers. The expression empowerment connects to the English word power. Empowerment permits organizations, agencies, and selected individuals the authority to act for a precise aspiration or purpose (Rapport, 1987). Principles and Empowerment Approach Social service management consists of 12 basic principles that assist human service professional in supporting their clients through the application of the empowerment approach. The essayist will attempt to provide a summary and a concise account of how these approaches affect organizational structuring. First, an effective organization works diligently at designing a structured agency that offers support, provide resources, and encourage client participation. When coordinated processes are in place for consumers, the organization is allowing the consumer the chance to be a part of the decision- making process. Many agencies still introduce...
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...1. Employee participation is defined as a process of employee involvement designed to provide employees with the opportunity to influence and where appropriate, take part in decision making on matters which affect them in the context of their employment. Employee participation is part of a process of empowerment in the workplace. Empowerment involves decentralising power within the organisation to individual decision makers further down the line. Team working is a key part of the empowerment process and team members are encouraged to make decisions for themselves. Examples of employee participation include: i. quality circles or project groups in which employees work on projects where considerable responsibility is delegated to the team. You often see this in industrial manufacturing companies for assembling products ie. cars. ii. Suggestion system - where employees are given channels to provide suggestions or new ideas to managers within the organisation. iii. Team meetings or town halls where employees are encouraged to share ideas freely without retribution from management. iv. Delegation of responsibility within the organisation. In modern organisations the entry level employees need to be given considerable responsibility because they are often the face of the company. Their direct contact with customers on a day-to-day basis is where many customers form their image and opinion of a company. Furthermore, these employees feedback are often critical...
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...Family Services Threats: Competition: One of the leading despairing disadvantages healthcare providers may experience is the competitive market. Oftentimes, location or geographic proximity win over consumers than quality of care and affordability. Many times people settle for convenience despite serve provided. When clients not receiving adequate care the measure of stability is at-risk for mental health patients. This problem is the same when agencies does not conform to the needs of diversity and cultural competence. The inability to meet clients’ needs through empathy and collaboration will limit resources available to aide clients. Organization Operational Theory KMW Family Services operates under the Contingency theory. The approach is a multifaceted approach of program structuring. It allows room for constant change based economic, social, and clinical demands. Moreover, the agency is able to explore options for internal reconstruction due to the diverse needs of clients. Contingency theories recognize that there is no “one best way” to structure all organizations. In fact, according to contingency theory, organizations should rely on how their agency would operate through productivity, challenges,...
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...4002 - Significant conditions in Employees Empowerment: the Case of Jordanian four Star hotels د. ﻳﺤﻴﻰ ﻡﻠﺤﻢ ﺟﺎﻣﻌﺔ اﻟﻴﺮﻣﻮك اﻟﻤﻤﻠﻜﺔ اﻷردﻥﻴﺔ اﻟﻬﺎﺵﻤﻴﺔ 233 Abstract Data from 95 frontline hotel employees in 10 four star hotel in Jordan show strong association between three significant conditions (communication and information-flow, incentives, and knowledge and skill) and employee empowerment. The findings in this research suggest that communication and information-flow, incentives, knowledge and skill and autonomy among hotel service-employees may have a direct and strong impact on the empowerment of hotel service employees. These four conditions accounted for significant variation in the levels of employee empowerment in four star hotels in Jordan. Levels of empowerment seem to further impact the level of employee job satisfaction indicating a significant association. Implications for future research and for management practice are discussed. Introduction In a competitive environment in which organizations must be faster, leaner, provide better service quality, be more efficient, and more profitable, an empowered and proactive service worker is thought to be essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). However, delegation of authority for a long period of time in the past, dominated the management field. In fact, this view changed into the “empowerment” concept as mentioned by Kocel (1998). It covers the participation...
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...2008 The impact of employee empowerment on service quality and customer satisfaction in service organizations (A Case study of Länsförsäkringar Bank AB) Silvia C. Peters: 1982-05-15. Elham Mazdarani: 1976-12-11. GROUP: 1924 ABSTRACT COURSE: Bachelor Thesis in Business Administration, 15ECTS AUTHOURS: Peters Silvia Chigozirim. Flugsnappargatan 6, 3tr. 72472, Västerås. 0737225113. SUPERVISOR: LEIF SANNER TOPIC: The impact of employee empowerment on service quality and customer satisfaction: a case study of Länsförsäkringar AB. BACKGROUND: Considering the nature of service delivery and particularly intangible-dominant services, employee empowerment becomes a very important issue to organizations producing services. In that, the customers and the employees are, engaged simultaneously in the production of the service. This inseparability is what is considered by the organization in choosing how best to serve its customers, either by the traditional method or through the empowerment approach. The inability of the management to control the service encounter makes the employees responsible for the quality of service delivered to the customers. In order for the management to trust that the employees are successful in dealing with their customers, the management has to give the employees the authority and necessary support to succeed at it, which is referred to as employee empowerment. The practice of which can directly affect the quality of services delivered, and customer satisfaction...
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...Crіtіcаl Еvаluаtion Of Rеѕеаrch Mеthοdѕ Аррlіеd Tο А Hοѕріtаlіty Cοntеxt Dеductіvе vs. Іnductіvе Based on dеductіvе vs. inductіvе techniques whenever researchers conduct research in hospitality and tourism research proejcts they dіѕtіnguіѕh bеtwееn twο bаѕіc kіndѕ οf аrgumеnt: іnductіvе аnd dеductіvе. Іnductіοn іѕ uѕuаlly dеѕcrіbеd аѕ mοvіng frοm thе ѕреcіfіc tο thе gеnеrаl, whіlе dеductіοn bеgіnѕ wіth thе gеnеrаl аnd еndѕ wіth thе ѕреcіfіc; аrgumеntѕ bаѕеd οn еxреrіеncе οr οbѕеrvаtіοn аrе bеѕt еxрrеѕѕеd іnductіvеly, whіlе аrgumеntѕ bаѕеd οn lаwѕ, rulеѕ, οr οthеr wіdеly аccерtеd рrіncірlеѕ аrе bеѕt еxрrеѕѕеd dеductіvеly. А dеductіvе аrgumеnt іѕ οnе whοѕе cοncluѕіοn fοllοwѕ frοm thе рrеmіѕеѕ аѕ rеquіrеd. Thіѕ fеаturе іѕ cаllеd vаlіdіty аnd іѕ whаt dіѕtіnguіѕhеѕ іt is frοm οthеr аrgumеntѕ, ѕuch аѕ thе іnductіvе аnаlοguе. А nеcеѕѕаry rеlаtіοnѕhір еѕtаblіѕhеd bеtwееn рrеmіѕеѕ аnd cοncluѕіοn іѕ cаllеd vаlіdіty. Dеductіvе rеаѕοnіng іѕ rеаѕοnіng thаt іnvοlvеѕ а hіеrаrchy οf ѕtаtеmеntѕ οr truthѕ. Ѕtаrtіng wіth а lіmіtеd numbеr οf ѕіmрlе ѕtаtеmеntѕ οr аѕѕumрtіοnѕ, ѕtаtеmеntѕ thаt аrе mοrе cοmрlеx cаn bе buіlt uр frοm thе mοrе bаѕіc οnеѕ. Іf-thеn dеductіvе rеаѕοnіng іѕ hοw ѕcіеntіѕtѕ (аnd οthеr реοрlе!) cаn tеѕt аltеrnаtе hyрοthеѕеѕ. Mаkіng dеductіοnѕ іѕ іmрοrtаnt whеn wе cаnnοt dіrеctly οbѕеrvе а cаuѕе, аnd cаn οnly οbѕеrvе іtѕ cοnѕеquеncеѕ. Thіѕ kіnd οf rеаѕοnіng cаn bе mοdеlеd by thе fοllοwіng: Іf ... Thеn... But... Thеrеfοrе... On the other ahdn inductіvе rеаѕοnіng...
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...of Contemporary Hospitality Management Emerald Article: Teaching human resource management in hospitality and tourism: a critique Tom Baum, Denis Nickson Article information: To cite this document: Tom Baum, Denis Nickson, (1998),"Teaching human resource management in hospitality and tourism: a critique", International Journal of Contemporary Hospitality Management, Vol. 10 Iss: 2 pp. 75 - 79 Permanent link to this document: http://dx.doi.org/10.1108/09596119810207228 Downloaded on: 24-09-2012 References: This document contains references to 19 other documents Citations: This document has been cited by 5 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 4078 times since 2005. * Users who downloaded this Article also downloaded: * Tom Baum, Vanessa Amoah, Sheryl Spivack, (1997),"Policy dimensions of human resource management in the tourism and hospitality industries", International Journal of Contemporary Hospitality Management, Vol. 9 Iss: 5 pp. 221 - 229 http://dx.doi.org/10.1108/09596119710172615 Philip Worsfold, (1999),"HRM, performance, commitment and service quality in the hotel industry", International Journal of Contemporary Hospitality Management, Vol. 11 Iss: 7 pp. 340 - 348 http://dx.doi.org/10.1108/09596119910293240 Peter Haynes, Glenda Fryer, (2000),"Human resources, service quality and performance: a case study", International Journal of Contemporary Hospitality Management, Vol. 12 Iss: 4 pp. 240 - 248...
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...EMPLOYEE MPLOYEE INVOLVEMENT NVOLVEMENT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques by Apostolos Apostolou D. of Production Engineering & Management Technical University of Crete J A N U A R Y 2 0 0 0 EMPLOYEE INVOLVEMENT 1 Contents 1 1.1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2 2.3 2.4 3 3.1 3.2 4 Description What is Employee Involvement and Empowerment Objectives Methodology Alternative techniques Expected Results / Benefits Characteristics of firms and service providers Application Where the technique has been applied Types of firms / organizations concerned Duration and Implementation cost European Organizations Supporting the implementation of the method Implementation Procedures Steps / Phases A few obstacles and recommended solutions Bibliographic References Annex INNOREGIO project A. Apostolou Technical University of Crete EMPLOYEE INVOLVEMENT 2 1 DESCRIPTION When an organization truly wants to create a positive work environment that is based on high trust, exceptional customer service, collaborative teamwork, operational excellence, and creative problem solving, then the leadership team must begin to understand, invest in, and be responsive to the needs of the group that represents the organization’s most valuable assets, and is also one of its most important customers, the employees. The return on such nominal investments will come in the form of higher...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-6119.htm IJCHM 23,6 The effects of employee empowerment on employee job satisfaction A study on hotels in Turkey Elbeyi Pelit School of Tourism and Hotel Management, Afyon Kocatepe University, Afyonkarahisar, Turkey 784 Received 22 April 2010 Revised 31 July 2010 8 October 2010 28 December 2010 18 February 2011 Accepted 26 February 2011 ¨ ¨ ¨ Yuksel Ozturk ¨ ¸ Faculty of Tourism, Gazi University, Golbası-Ankara, Turkey, and ¨ Yalcın Arslanturk ¸ ¨ ¸ Faculty of Commerce and Tourism Education, Gazi University, Golbası-Ankara, Turkey Abstract Purpose – The main objective of this study is to determine the impact of employee empowerment on job satisfaction. To serve this purpose, empowerment is taken into consideration as two dimensions – i.e. behavioral and psychological – and the effect of employee empowerment on the level of job satisfaction was examined by taking these two dimensions into consideration as a whole and separately. Design/methodology/approach – A questionnaire was employed in order to collect data on job satisfaction as well as behavioral and psychological empowerment. The data collected were analyzed through correlation and regression analyses. The study covered 1,854 participants employed at five-star hotels in Turkey. Findings – The findings suggest that the most positive aspects related to job satisfaction are relations with the colleagues...
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...MODULE TITLE: Managing Human Capital PROGRAMME: MBA SEMESTER: Semester Two ACADEMIC YEAR PERIOD: June 2012 – August 2012 LECTURER SETTING ASSESSMENT: David Hall/ Dr Rajendra Kumar STUDENT: Mauro Persic STUDENT ID: L0296IAIA0212 London, August 2012 P A R T A TALENT RECRUITMENT PROGRAMME Report Executive Summary This report aims point out advantages and disadvantages of talent management strategy in compared with more traditional human resource management which is often seen as an administrative department dealing with forms and applications. In particular, we will focus on the framework for the talent management which constitutes of five elements: attraction, selection, engaging, retention and development of employees. This strategy can be useful not only for recruitment and management of higher ranked employees but also for complete workforce. After all employees are the key element and most valuable asset of an organisation and investment and development of employees can only give rise to company’s reputation, competitiveness and many other benefits. Moreover, situation on the labour market is highly competitive, therefore asks for serious well-developed approach. In conclusion, old human resource management approach has not been suitable for the present economy, therefore we strongly recommend you to consider introducing more sophisticated strategy to tackle with present and future challenges that might and will arise on human resource frontier. ...
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...The manufacturing TQM and service quality literatures: synergistic or conflicting paradigms? Rhian Silvestro Warwick Business School, University of Warwick, Warwick, UK Introduction Although most of the exponents of TQM explicitly claim that TQM is transferable to services, the precepts and practices have been derived from the experience of consultants and practitioners in manufacturing. Both the US and Japanese “gurus” focus and address their work primarily to manufacturers, with application of TQM in services only given secondary attention. As Albrecht (Albrecht and Bradford, 1990) puts it, these contributors “were born in a manufacturing era, and they have a predominantly manufacturing mindset at their foundation”. Yet, despite its manufacturing origins, both academics and practitioners have, over the past 15 years, been concerned to apply and transfer TQM principles and practices to services. However, the inadequacy of the literature in guiding service managers and transferring the TQM principles, management tools and techniques to service environments has become a familiar theme (see for example, Albrecht and Bradford, 1990; Feigenbaum, 1988; Ghobadian and Speller, 1994). Many of the tools and techniques are quantitative and have limited application in service environments where the deliverables are often intangible, heterogeneous and their consumption and delivery simultaneous. In part no doubt to address this deficiency, the service quality literature has evolved over...
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...In this paper I will discuss empowerment. What does empowerment means? It promotes people to improve skills and knowledge that will allow a people to better themselves. Help them develop within themselves and in the society. I. What is Empowerment? Empowerment is any process that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting job performance (Newstrom, 2011). Empowerment gives employees opportunities to make their own decisions regarding to their job. Employees have an since of system model in their organization. In my workplace I do have a since of empowerment. I have the ability to learn and access skills to improve my knowledge in the organization. I’m able to go to my manager to share ideas for the organization. By having an opening communication with my manager that help me with my job. Empowerment is identified as being embodied in an array of new management techniques representing the latest approach to employee involvement, and contributing to greater responsibility for employees (Hudson, 2001). My manager has a supportive leadership in the organization she encourage me show my ability in judgment to sort out right and wrong. II. Empowered A time when I felt truly empowered it is now. I have a positive thinking about my ability to make changes in my job today. My manager give me empower. My manager empowerment employees in the workplace...
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...“Discuss how the various management theories formulated since the early 1900’s may be viewed from the Mechanistic, Organic, Cultural or Political perspectives.” The problems and opportunities facing organizations today are complex and changing rapidly. From the difficulties associated with globalization to the benefits of employee-centred initiatives to make workplaces more productive, all of society’s institutions feel the pressure of a new and very challenging environment. In order for organizations to perform efficiently and effectively with high productivity, organizations must discipline themselves by planning, organizing, leading, and controlling regarding to the four main management approaches which include classical approach, behavourial approach, quantitative approach, and modern approach. The four crucial approaches mentioned above can also be used and fitted differently depending upon different organizational perspectives such as Mechanistic perspective, Organic perspective, Cultural perspective, and Political perspective which will be discussed critically in the essay. From the Mechanistic organizational perspective point of view, the perspective recognizes the organization as a centralized authority based with many rules and procedures, a clear-cut division of labour, narrow spans of control and formal means of coordination. As an overall view, the Mechanistic perspective creates a very tight structure that focuses on procedure more than staffs. Mechanistic organizations...
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...found themselves obsolete. Some companies have adapted to different forms of communication based off of the type of business conducted and internal components that the company faces. Today, I will focus on three specific forms of business communication discussed in the book, the scientific management style, the human approach and the contingency approach. I have incorporated parts of these three approaches in my professional career. I have seen different styles of management communication, even within the same company. I have worked for United Parcel Service, or UPS, for over 22 years. Over half of that time spent in various levels of management. The relationship between management and front line, non-management employees follows the scientific management style. This differs from the communication style that exists between management. The style that has evolved between management follows the contingency approach. These styles have evolved, over the years, because of its unique business structure. The communication between management and employees has changed over the years. The company first started out as a family owned company. The founders applied the human relations approach, at first, by stressing that all of the employees were owners of the company. All of the employees were integrated with the idea that everyone had a vested interest in being successful. If the company was successful, they in turn, would reap the benefits. There was a...
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