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Employee empowerment: factors affecting the consequent success or failure (Part Ⅱ)

机译：员工赋权：影响后续成败的因素（第二部分）

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Purpose - The purpose of this paper is to uncover and synthesise the main factors that affects and determines the success or failure of empowerment initiatives from a macro and micro perspective. Design/methodology/approach - A thorough review of scholarly articles and empirical evidence was conducted on the topic of empowerment in order to bring to light the correlation between the different factors affecting structural empowerment, psychological empowerment and the effect of leadership style. Findings - It has been determined that a team based structure and a culture based on trust and open communication are the key factors affecting the successful implementation of empowerment. Furthermore, although, many positive points can be made for transformational leadership, transactional leadership cannot be discounted as the research shows that the right combination of incentives and rewards, coupled with a certain organisational culture can breed empowerment among certain types of employees. Research limitations/implications - Going forward in terms of research on the increasingly popular concept of empowerment, it is believed that a more fully integrated model should be developed. Although some models do incorporate analysis of various macro and micro variables a more comprehensive and encompassing model would prove useful. Such a model would allow for a far more in-depth understanding of empowerment and its defining factors and would provide an invaluable tool to organisations wishing to implement empowerment in the most optimal way. Practical implications - In applying a combination of theories on empowerment, leadership and individuals as part of an organisation, the authors posit that empowerment initiatives are predisposed to either success or failure. In order for empowerment to permeate the corporate culture and prove successful, the predispositions of decentralised management and personal ambition are strong factors of success. Social implications - The authors postulate that the deciding factors regarding the success or failure of empowering an employee originate from the employees themselves. Even though employees can adopt new corporate cultures and be transformed by their leaders, their core traits remain the same and will have a decisive impact on the eventual success or failure of empowerment initiatives. Originality/value - Going forward in terms of research on the increasingly popular concept of empowerment, it is believed that a more fully integrated model should be developed. Although some models do incorporate analysis of various macro and micro variables, a more comprehensive and encompassing model would prove useful.
机译：目的-本文的目的是从宏观和微观的角度揭示和综合影响授权决定成败的主要因素。设计/方法论/方法-对赋权主题进行了详尽的学术文章和经验证据的综述，以揭示影响结构赋权，心理赋权和领导风格影响的不同因素之间的相关性。调查结果-已经确定，基于团队的结构和基于信任和开放式沟通的文化是影响成功实施授权的关键因素。此外，尽管可以为变革型领导提出许多积极观点，但交易领导不能轻视，因为研究表明，激励和奖励的正确组合，再加上某种组织文化，可以在某些类型的员工中培养权力。研究的局限性/意义-在关于日益流行的授权概念的研究方面，人们认为应该开发一个更加完整的模型。尽管某些模型的确包含了对各种宏观和微观变量的分析，但更全面，更全面的模型将被证明是有用的。这样的模型将允许对授权及其定义因素有更深入的了解，并将为希望以最佳方式实施授权的组织提供宝贵的工具。实际意义-作者在将授权，领导力和个人方面的理论结合起来作为组织的一部分时，作者认为，授权举措容易成败。为了使授权能够渗透到企业文化中并证明其成功，分散管理和个人抱负的倾向是成功的重要因素。社会影响-作者推测，赋予员工权力成败的决定因素来自员工本身。即使员工可以采用新的企业文化并由其领导者进行变革，但他们的核心特征保持不变，并将对授权计划的成败产生决定性影响。原创性/价值-在关于日益流行的授权概念的研究方面不断前进，人们认为应该开发一个更加完全集成的模型。尽管某些模型的确包含了对各种宏观和微观变量的分析，但更全面，更全面的模型将被证明是有用的。

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