hrm - excel books - chapter 24

8/9/2019 HRM - Excel Books - Chapter 24

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PARTICIPATION

AND

EMPOWERMENT

EXCEL BOOKS24-1

24Chapter


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ANNOTATED OUTLINE

24-2

INTRODUCTIONParticipation has a unique motivational power and a great

psychological value. It promotes harmony and peace between

workers and management. Workers participation in managementaims at improving the quality of working life and thereby secure

cooperation and commitment from workers.

Participation And Empowerment


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An instrument for establishing harmonious industrial relations

A device for promoting solidarity among workers

A way of tapping human talent by encouraging workers to come out with ideas

and suggestions

Ameans of motivating workers and obtain the best from them

A humanitarian act, elevating the status of worker in the society

An ideological weapon to develop self-management

Workers Participationin Management:Different Views



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WPM is generally interpreted in four different ways

Sharing information with workers

Joint consultation prior to decision making (workers consulted,

taken into confidence, suggestions invited to solve an issue)

Sharing information, offering participation and involving workers

in the joint decision making process while solving work related

problems.

Involving workers in all strategic, policy and operational issue,

treating them as equal partners with equal voting rights and

encouraging workers to self-manage and self-control activities.

Formsof Participation



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Government Policy TowardsWorkersParticipation

The participation of workers in management is not a novel idea,

imported from outside. It has native flavour and is being favoured by

corporate houses in India even before Independence.

Mill committees, of course, were there to take care of workers'

grievances. The Royal Commission on Labour recommended the

establishment of a joint consultative machinery for settling

disputes between labour and management.

The Industrial Disputes Act, 1947 created a formal mechanism

through the Works Committees to resolve differences betweenlabour and management over matters relating to conditions of

work.

The Second Five Year Plan advocated the setting up of Joint

Management Councils



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Joint Management Councils 1958

Objectives

Promote cordial industrial relations

Improve operational efficiency of workers

Provide welfare facilities to workers

Educate and prepare workers for meaningful participation in organisational matters

Criteria for setting up JMCs

The unit must have 500 or more workers

It should have a fair record of industrial relations

It should have a well organised trade union, affiliated to one of the centralfederations.

Both management and workers should agree to the setting up of such a unit

Evaluation

Failed to make much headway due to unenthusiastic response from unions andworkers

Management, on the other hand, was mentally reluctant to share ideas and powerwith workers in a meaningful manner.



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The idea of workers assuming the role of a board member came

into being in 1970s. The scheme required verification of trade

union membership, identification of the representative union and

the selection of a worker director who is chosen out of a panel of

three names furnished to the government by the representative

union within a prescribed time period.

Shop and joint councils gained popularity from 1975 on wards.

The joint council would be constituted, comprising of

representatives from both management and labour, for a period

of two years.

From 1990 on wards, a three-tier participatory scheme as

proposed: giving participation to workers at three levels: shop

floor, enterprise and board level.



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Evaluation

The various schemes of participation have failed to deliver

satisfactory results due to reasons such as

Employer's reluctance

Workers' apathy

Illiteracy( workers not fully prepared to face the challenge)

Lack of knowledge

Inter union and intra union rivalry

Lack of support from government



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EffectiveWorkers Participation InManagement

In order to make the scheme more effective, certain conditions

should be satisfied

Managerial attitudes

Union cooperation

Meaningful participation

Workers' attitudes


The scheme, however, proved to be a big hit in some well-known

public and private sector organisations (such as TISCO, BHEL,MARUTI) where both management and workers were willing to

invest their time and energies in ensuring the success of the

scheme.


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WPM: MARUTI WAY

Minimise distinctions between employees

Promote teamwork and employee involvement at all levels

Meet unions regularly to clarify things

Exchange facts openly

Encourage employees to come out with suggestions, ideas Allow employee participation in equity


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Empowerment


Giving employees the authority to make decisions and providing

them with financial resources to implement these decisions is called

'empowerment'. There are four essential conditions necessary for

empowerment to gain credibility and acceptance at various levels in

an organisation:

Participation

Innovation

Information

Accountability


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Alternative Approaches ToParticipation

A. Quality Circles


A quality circle is a small group of employees who meet periodically

to identify, analyse and solve quality and other work related

problems in their area. The main features of a quality circle may be

stated thus: Voluntary group

Manageable size

Regular interaction

Own agenda

Quality focus


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Objectives

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Objectives of quality circles

Improve quality of service/product

Satisfy psychological needs of employees

Utilise human talents and skills fully through self expression, participation Improve quality of working life

Pave the way for cordial industrial relations


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Struture of a quality circle

Quality circle members

Quality circle leader

Facilitator Steering committee

How quality circles work?

Identify problems

Analyse problems

Recommend solutions



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Why Quality Circles Fail?


Inadequate preparation, and consequently, poor presentation

from members

Poor training given to workers

Interference from management

Picking up favourites to fulfil the agenda fixed by management

Trying to use quality circles to meet short term, quantifiable

goals

Quality circle leaders not fully qualified in terms of experience

competence

Inadequate facilities extended by management


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How To MakeQuality Circles Effective?


Suggestionsforeffectiveuseofqualitycircles

Obtain managerial support and involvement for the programme.

Identify goals for the programme and evaluation criteria.

Do not expect the QC programme to solve all problems in the organisation. Make sure managers realise that any changes will take time.

Inform all employees about the philosophy and goals of the programme.

Keep the programme voluntary.

Select group members based on their technical expertise and their supportof the programme's goals.

Prepare individuals for their new roles in a participative culture.

Provide training for managers as coordinators.

Offer training for support staff who will serve as facilitators.

Start with a pilot test of the programme in a supportive department.

Implement the suggestions made by employees.

Give recognition for employees' efforts.


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B.Quality OfWorking Life


It is the degree to which members of a work organisation are able to

satisfy important personal needs through their experiences in the

organisation.



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Majorissuesinqualityofworkinglife

Pay

Benefits

Job security

Alternative work schedules

Flexitime Staggered hours

Compressed work week

Job enrichment

Autonomous work groups

Occupational stress

Workers' participation

Social integration

Work and total life space.


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Howtomeasurequalityofworkinglife?


Turnover data

Morale surveys

Number of grievances handled

Absenteeism data

Performance criteria

Personal interviews carried out from time to time

Obstaclestoqualityofworking lifeprogramme

Managerial attitudes

Union's attitudes

Cost considerations


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Improving thequalityofworking life


Better employment conditions governing employee safety, health and

physical environment

Equitable rewards in terms of pay, benefits, incentives and services

Job security

Enhancing the self-esteem of people

Participative climate and team spirit

Training to employees, managers and supervisors

Autonomy to draw resources and deliver results

Recognition for work done

Job design and job enrichment

Open and transparent management style

Atmosphere of trust and open communication.

hrm - excel books - chapter 24

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