Strategies to Empower Employees in Service Industries to Improve Profits

In the paradigm of management, empowerment is viewed as losing authority and control over people and resources. Generally, people resent being driven, controlled and being seen as part of company equipment. This breeds apathy in employees towards the organisation’s intents in the market place and destroys accountability.

In many ways, empowerment embodies principles effective managers and leaders have practiced for years. Two new driving forces in business, increased diversity and high-speed change, magnify the need for empowerment. Empowering people is now indispensable for effective personal productivity and maximum team success.

Employee empowerment is defined as giving employees a degree of autonomy and responsibility for decision-making. The benefits are

Empowerment is a process that increases organizational power by including team working, sharing and solidarity. This relationship is based on trust which is considered as an output of empowerment. Empowerment deals with employees’ cognitive growth which enables them to control their fundamental behaviour towards their work environment. Implementation of empowerment is a holistic reorganization of the way a business thinks and does things (Page,

“Generally, employee empowerment comprises an innovative approach to working with people and a shift of power from the top management control to lower level management of an organization” (Ongori & Shunda, 2008, p. 84).

This report analyses and evaluates the introduction of employee empowerment strategy to Regency Grand Hotel, a successful business of 700 employees established by local investors and acquired by an American Hotel Chain, considering the impact employee empowerment had on employee performance and the reputation of Regency Grand Hotel. It will examine employee empowerment strategy and explore the issues associatedwith the introduction of such strategy, using academic literature and evaluating online sources

Batool, H., & Riaz, S. (2011). Factors for making an organization ‘a learning organization’. Retrieved on August 26, 2011, from http://www.trikal.org/ictbm11/pdf/OB/D1132-done.pdf

Learning organizations today must be adequately able to readily adapt to change the mind-sets and behaviors of the people within. Although this sounds like a unified joint statement for each and every organization however, there are so many organizations that yet do not acknowledge the actual truths and current trends that illustrate particular dysfunctional behaviors that exist and occur each day. Learning organization aid and enable companies and business to run, operate, and function with efficiently. As organizations learn together, they attain knowledge, acquire skills and information and evolve at a faster rate. Culture begins to be created after learning organization are established and they are placed

     In his book The Fifth Discipline, Peter Senge emphasizes his model of a "learning organization," which he defines as "an organization that is continually expanding its capacity to create its future." A learning organization excels at both adaptive learning and generative learning.

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

Exploring employee empowerment is a management decision based on proven capability and demonstrated trust by the employee. Transformed organizations introduce empowerment over rules and regulations through smart governance and guidelines supporting organizational culture. These practices promote improved customer service through employee decision-making extended by management authority and flexibility. Demonstrating customer-focused programs and practices through skilled and knowledgeable employees with authority and responsibility to move the organization forward in its mission.

The objective of this paper is to provide a better understanding of why and how employee empowerment is critical to run a successful operation. Employees and employers both gain positive results when the empowerment process has been successfully implemented in an organization. To properly empower an employee, an

Rebelo and Gomes (2008) assert that learning exists in any organization because of the inherent features of individuals and is an unavoidable element of organizational life. However, whether or not it is acknowledged and employed will verify the success of any

learning organizations (LO) May also be outlined as businesses where persons continually spread out their capability to fully grasp the outcome they truly want, the place new and wide configurations of considering are developed, the place cooperative ambition is emancipated, and where individuals are constantly finding out to see the entirety collectively. The major groundwork for such firms is that in instances of quick change best these which can be flexible, adaptive and productive will be successful. For this to take position, corporations have got to detect how you can exploit people’s dedication and ability to be trained in any respect stages (Senge,1990).

If we refer to organizations and learning we must also mention what Reg Revans called Active Learning, a method used for personal training, training specialists and organizational learning. Grouped in small teams (named active learning groups) people approach important and learn from achievements in order to change things. Active learning includes four elements: the person itself, the active learning group, the respective problems and the measures taken in order to solve the problems which allow learning. The set of values that organizations work with and which constitutes the subject of learning is a complex one and has determined theoreticians to establish conceptual hierarchies of knowledge. The model of the five levels 15 that we present below reflects the progressive accumulation of the value of the data as they turn into competencies (see figure 1). Therefore, it is obvious that the data are a priori than isolated elements. When elements are placed into context and combined within a structure, the information acquires higher values. The information acquires new meanings by interpretations and assimilations, thus turning into knowledge. On this level, information is placed inside a mental structure and can be consciously used, for