A

SUMMER TRAINING REPORT

ON

"EFFECTIVENESS OF EMPLOYEE
EMPOWERMENT ACTIVITIES OF JP
CEMENT REWA (M.P.)"
Submitted for the partial fulfillment of the degree of

MASTER OF BUSINESS ADMINISTRATION

SESSION: 2013-15

SUBMITTED TO

Dr. Atul Pandey

HOD (DBA)
A.P.S.U. Rewa (M.P.)

UNDER THE GUIDANCE

OF

SUBMITTED BY

Atul Singh Baghel

Mr. Anil Sharma

M.B.A.(HR)

Deputy Manager (P&A)

INTRODUCTION

INTRODUCTION
Due to globalization there is a need for the employee
empowerment in every Organisation so that employees will be
in position to make quick decision and respond quickly to any
changes in the environment. Organisation that are committed
to employee empowerment they are in position to motivate
and

retain

their

employees,

although

its

complex

management tool which needs to be nurtured and handled

with a lot of care. Employee empowerment is a motivational
technique that is designed to improve performance if managed
properly through increased levels of employees participation
and self determination.
Employee
motivation,

empowerment

decision-

making

is
and

concerned

with

trust,

breaking

the

inner

boundaries between management and employees. Employee

empowerment will lead to improving productivity, performance
and job satisfaction. Employee empowerment has been
associated with the concept of power, implying that power in
organisation should be re-shared from the top management to
the lower management. Employee empowerment represents
the most recent manifestation of involvement practice.
Empowerment as a principal agent to transform controlorientated

organisations

to

commitment

driven

ones

in

response to competitive pressures. In most work organisations,

a larger number of employees feel that they have little control
over their work and are dependent on others. They believe
that their

own efforts have little impact on

2

their

job

performance. This sence of powerlessness creates frustration

among employees and they do not perform to their full
potential. In order to overcome the feelings of employees and
to involve them in the planning and execution of their jobs, the
concept of empowerment has been introduced.
A primary goal of employee empowerment is to give
workers a greater voice in decisions about work-related
matters. Their decision-making authority can range from
offering

suggestions

to

exercising

veto

power

over

management decisions. Although the range of decisions that

employees may be involved in depends on the organisation,
possible areas include; how jobs are to be perfumed, working
conditions, company policies, work hours, peer review, and
how supervisors are evaluated many experts believe that
organisations can improve productivity through employee
empowerment. This occurs in one of two main ways.
First, empowerment can strengthen motivation by
providing employees with the opportunity to attain intrinsic
rewards from their work, such as a greater sense of
accomplishment and a feeling of importance. In some cases ,
intrinsic rewards such as job satisfaction and a sense of
purposeful work can be more powerful than extrinsic rewards
such as higher wages or bonuses. Motivated employees clearly
tend to put forth more efforts than those who are less
motivated.
The second means by which employee empowerment can
increase productivity is through better decisions. Especially
when decisions require task-specific knowledge, those on the
3

front line can often better identify problems. Empowering

employees to identify problems combined with higher-level
management involvement in coordinating solutions across
departmental boundaries within the firm can enhance the
overall decision- making process and increase organisational
learning.

What is empowerment?
Empowerment is the process of enabling or authorizing an
individual to think, behaves, take action, and control work and
decision making in autonomous ways. It is the state of feeling
self-empowered to take control of ones own destiny.
Empowerment comes from the individual.
An empowered organization is one in which individuals
have the knowledge, skill, desire, and opportunity to personally
succeed in a way that leads to collective organisational
success. Stephen Covey
Empowerment refers to enlargement of an employees job
responsibility by giving him the authority of decision
making about his own job without approval of his
immediate supervisor.
Empowerment is the degree of responsibility and authority
given to an employee.
By empowerment, the employees are supported and
encouraged to utilize their skills, abilities and creativity by
accepting accountability for their work.
Empowerment occurs when employees are adequately
trained, provided with all the relevant information and the
4

best possible tools, fully involved in key decisions, and are

fairly rewarded.
Empowerment

includes

supervisors

and

employees

working together to establish clear goals and expectations with

agreed-upon boundaries.
We suggest that three components of our definition are
basic to any understanding of empowerment; empowerment is
1.multi-dimensional 2. Social and 3. a process.
1. It is multi-dimensional in that it occurs within sociological,
psychological,

economic,

and

other

dimensions.

Empowerment also occurs at various levels, such as

individual, group, and community.
2. Social process, since it occurs in relationship to others.
3. Empowerment is a process that is similar to a path or
journey, one that develops as we work though it.
Meaning:
Employee empowerment in an is creating an environment
where others are equipped and encouraged to make personal
decisions and to feel that they are in charge of the outcomes
of the tasks for which they have assumed responsibility.
Employee empowerment can be achieved where the
organizational culture aims at generating a strong and healthy
communication climate and where M&E processes are aimed
at fostering organizational development and learning. In
organizations where senior managers do not empower junior
managers decisions are continuously passed up the hierarchy
for resolution. Valuable time is lost and creativity is satisfied.
Empowering employees is the ongoing process of providing
the tools, training, resources; encouragement and motivation
5

your workers need to perform at the optimum level. If your

organization is looking for a way to speed processes and still
produce quality materials and services, focus on employee
empowerment. When you show an employee you trust her,
and give her timely information and the authority to find
solutions, she will be able to solve problems and provide
solutions

more

rapidly

than

someone

without

that

empowerment.
According to Oxford Dictionary Empowerment means:
the action of empowering someone or the state of being
empowered. In the organizational context, Empowerment is
sharing of power with
employees with the hope that it enhances their feeling of selfefficiency.
-Employee Empowerment : A workplace strategy for
motivation

Employee Empowerment : Concept and Definition

Empowerment means allowing a person to run the
show by himself.
Empowerment does not only include delegating job authority,
it also means job enhancement via decision making. The
traditional bureaucracy, and the age old emphasis on control
and standardization are now things of the past. The new vistas
involve

innovation,

flexibility

and

commitment

and

improvement.
Employee empowerment puts power in hands of
workers. The concept of employee empowerment involves a
6

manager

delegating

authority

to

subordinate

employees.

Empowered employees make decisions based on predefined

limits set by their manager. They do not have to consult the
manager

to

make

decision,

but

they

must

accept

responsibility for the consequences of each decision, according

to authors William Nickel, James McHugh and Susan
McHugh in Understanding Business . In this regard let us
examine

few

explanation

given

for

the

employee

empowerment.
Empowerment is the process coming to feel and behave as
if one is in power (autonomy and control ) and to feel as if
he/she owned the firm. Empowerment is the process of sharing
power

with

employees.

Employee

empowerment

predominantly about encouraging front line staff to solve

customer problems on the spot, without constant recourse to
management approval.
Employee empowerment refers to management strategies
for sharing decisions- making power. Empowerment is giving
subordinates the resources, both psychological and technical,
to discover the varieties of power they themselves have and/
or accumulated, therefore which they can use on anothers
behalf. Empowerment is a process of risk taking and personal
growth; it is the creation of work environment, which allows
each individual to work his highest capacity.
Randolph(1995) asserts that employee empowerment is a
transfer of power from the employer to the employees.
STANDARD DEFINITION OF EMPOWERMENT:
7

Empowerment

in

the

context

self-reliant

and

resourcefulness is about expectation, self-image, motivation and

commitment.(Robinson,1998)
Empowerment combines both the ability and opportunity to
judge correctly and do the right thing, as well as a preparation to
do what must be done.(Edgeman&Dahlgaard,1998

IMPORTANCE OF IMPOWERMENT
Employee plays a major role in the success of an
organisation. Many organisations today have adopted these
strategies that help them archive growth and success in their
business undertakings, The importance of employee. Employee
empowerment is the ongoing process of providing the tools,
training, resources, encouragement and motivation for the
workers that enhance to perform at the optimum level.
Creativity:
When an employee feels a sense of accomplishment and
feels valued, he is more likely to engage in critical and creative
thinking. He will feel more capable and inspired to devise
situations in unconventional ways, which can lead to better
product development. When an employee is empowered to
think for himself and take initiative, he may find unique ways
to add to your companys worth, market your services to
clients and receive processes or policies that no longer are
efficient. This removes some of the pressure on management
to constantly innovate and stay ahead of the industry.
Job satisfaction:
8

Empowerment provides the employee with a sense of

autonomy, which will increase her job satisfaction. He will be
more comfortable at work because it develops confidence and
a sense of worth. A happy employee provides the best
customer service, and leaves a good impression of your
company with whomever he speaks. This translates into
personal or career growth for your worker and increased sales
for the company.
Decision- Making:
In a world in which technology changes daily, and
customers find information, products and serve increasingly
diverse ways, the employees need to make quick decisions
that benefit your operation. If the management spends time
and efforts by providing training in decision-making, the
employees most likely will respond to change quickly and find
new ways to meet customer demands.

Loyalty:
An employee's exhibits loyalty if he has been well-trained,
supported, respected, listened to and valued within an
organization. He is more likely to work hard and promote the
company when the opportunity arises. He also is less likely to
leave the company, and is more likely to recommend other
qualified individuals for job openings.
Other importance:
Employee plays a major role in the success of an
organisation. Many organizations today have adopted these
strategies that help them achieve growth and success in their
business undertakings, the importance of employee include:
1. Positive environment:
Employee empowerment leads to the creation of positive
environment in the workplace, this will lead to increased
productivity and boost employee morale, as a result the
organisation gains due to increased productivity and efficiency
in the workplace. Employee empowerment will increase
employees learning, growth, improvement and enhancement
of performance ability.
2. Creativity:
Empowerment involves letting employees make decision
on their own and also solve problems, this increases their
creativity and also improve the working environment, and this
encourages a positive working environment where employees
are in a positive to become more creative and productive to
the organisation.

10

3. Productivity :
Empowerment ensures that the employees perform their
tasks in the most effective way that saves time and energy, as
a result the employees become more productive than in an
organisation does not empower its workers, as a result there is
increased productivity of the workers which will benefits the
organisation.
4. Motivation :
Employee empowerment will motivate workers which will
in turn increase employee productivity, motivation as a result
of empowerment will increase commitment by employees and
as a result the employee will more satisfied with work.
5. Team work :
Empowerment will encourage team work and as a result
there will increase motivation to undertake tasks.
6. Conflicts :
It will reduce conflicts between managers and workers, also
there will be a decline in the demand for supervisors and
administrators

reducing

the

cost

of

production

in

the

organisation resulting to increased competitive advantage of

the organisation over its competitors.
7. More skilled workers:
Through empowerment the employees become more
skilled

through

education

and

training

offered

by

the

organisation, this will lead to increased employee productivity,

11

employee will also increase competence as a result of training

offered.

Employee Empowerment Tools

A key style feature of modern management, employee
empowerment is about managers sharing their powers with
those

they

supervise.

Empowering

employees

can

help

workers perform more effectively, enhance problem- solving

skills and aid with decision making. Empowerment takes
employee participation a step further and allows workers to be
more autonomous in regards to making decisions based on
their expertise.
1. Employee value
Employees who feel underappreciated do not perform as
those who feel valued. A manager can show regard for her
employees through her actions , words, facial expressions and
body

language.

Demonstrating

appreciation

for

each

employees unique value can help encourage and empower

them. A manager should demonstrate value and respect for
the employee as a human being that never falters regardless
of employee performance.
2. Visions and Goals Shared
When a company shares its leadership visions and goals
with its employee and the visions and goals are realistic,
employees can feel like are part of a task that is bigger than
their individual roles in the company. Sharing strategic plans

12

and the overall mission with employees can empower them

and give them a sense of ownership and pride.
3. Trust
Trust is a tool where managers have faith that employees
will do the right thing and make sound decisions that get job
done. This comes about by guiding employees by asking
questions and allowing them to grow in knowledge and skills. It
is also a tool that develops after employees have clear
expectations from their managers so they can focus their
energy on accomplishing tasks and being productive.
4. Delegation of Authority
Delegation of authority as an empowerment tool can help
employees develop new skills and grow as professionals.
Rather than just delegate tedious unwanted tasks, managers
should

involve

employees

in

tasks

that

will

impart

opportunities, such as engaging in product development

projects, leading meetings and participating on committees.
Additionally, allow employees to help problem- solve when
setbacks occur to see if an issue with the work system caused
others to fail.
Advantages of Employee Empowerment
Now a day's environment changes rapidly and exhibits a
challenging situation to organisations and companies. In order
to be successful and stay competitive in the future they have
therefore to look beyond the traditional directive management.
The contribution of more than a single individual is necessary,
and employees are not only expected but also needed to
13

assume

an

active

rather

than

passive

role

in

the

organisation.
Further

advantages

initiated

by

successful

implementation of empowerment in organisation:

1) Increased productivity
2) Greater employee enthusiasm
3) Increased morale and creativity
4) Higher quality products and services
5) Improved teamwork
Disadvantages :
Empowerment in the organisation is important however
there exist some disadvantages that arise as a result of
employee empowerment and they include:
1. Increased costs:
The organisation may experience a rise of costs as a result of
training and educating workers, an organisation has to invest
in the training and education of its workers and a result there
will be increased costs.
2. Abuse of power:
Some of the organization workers may abuse the power given to them, this
include making decisions that may not be in line with the objectives of the
organisation and may use the power to meet their own needs. Also the
responsibility that the employees arc given may be too much a responsibility
to some workers.
3. Time wastage:
There may be time wastage in an organisation where time may be spent in
groups and committees that are important in the process of empowerment and
this will reduce the total time the employees spend undertaking their tasks.
14

4. Conflicts:
Employees may tend to struggle for power among them as a result of group
work, every worker may tend to acquire power on what should be done and how
it should be done, for this reason therefore empowerment may result to conflicts
among workers.

15

5. Decisions:
The employees may not have the ability to make appropriate decisions that arc
important in the organization, therefore the decisions made by the employees
may be biased, decisions may conflict where employees will make personal
decisions rather than use logical reasoning to make decisions.
PROCESS OF EMPLOYEE EMPOWERMENT:
Empowerment is a process by which we increase the capacity of an individual
or group in order to enable them to make choices and for them to transform
their choices into the desired actions. These actions help build collective and
individual assets and improve and as a result the efficiency of use of these assets
IS improved.
Rapport (1984) states that employee Empowerment is the process of
unleashing an individual's potential and enhancing his abilities to nurture
growth in the organisation, therefore empowerment involves a process by which
an individual IS provided with proper information regarding performance or the
organisation. In an organisation empowerment is important in that it helps
remove the feeling of powerlessness through enhancement of self efficiency, of
the individual. It therefore enables the individuals to coupe with problems that
face them Empowerment can be defined as the process, by which we can
increase the capacity of an individual or a group in order for them to make their
0\\11 choices which will lead to increased productivity in an organization,
Empowerment enables or gives authority to an individual to take action and take
control of his work by making decisions on his own. The organization in which
the individual works is therefore has a responsibility, to enable the existence of
an environment which helps the employee to undertake their tasks in an
empowered manner. The organization also has to remove any barriers that limit
the process of empowerment.

16

a) Valuing employees:
This involves appreciating workers b) managers or executive members in an
organisation, this will aid .in the process of showing that you appreciate and
value them for the work they perform in the organisation and this helps in
empowering workers. This is achieved through the words used in
communicating with workers and also body language and fiscal expressions
which should show appreciation to workers.
b) Sharing visions:
According to Narayan (2002) Employees arc also empowered by sharing
information on the company's vision and objectives. This helps the employees
to feel they arc part of something big. Therefore the organisation should share
the mission and the strategic plans of the organisation and this helps
empowering workers, therefore communication of organization goals and
strategies plays an important part in employee empowerment process.
c) Direction and goal sharing with workers:
Sharing goals and directions according to Narayan (2002) is also a way to
empower workers. This involves sharing information with workers on the goals
and also the direction of the organisation. this involves sharing information on
observable and measurable goals and this aids in empowering workers In
accomplishing these goals.
d) Trust:
The organisation should extend trust to then employees whereby they will allow
workers to make their decisions which may not be In line with the decided way
of performing tasks. This is according to Rapport (1984) and it is a way in
which trust is extended to workers which aids in empowering them

17

e) Provision of decision making information:

This involves the provision of information to employees that will help them
make decisions on their own, this involves making sure that all workers have
access to this information and this will help them to make sound decisions as
they perform their tasks.
f) Involvement of workers in decision making:
This involves including workers in decision making of the organisation, this
helps in empowering workers because they will find a sense of power in the
organisation future and they will have a feeling of worth in the organisation.
g) Feedbacks:
It is important to frequently provide feedback to employees to show how they
have performed in the organisation for a given period. this ensures that the
employees feel a sense of recognition and also helps them develop their skills
and knowledge.
h) Solving problems:
When problems occurs there is a need for the organisation to implement ways in
which to deal with these problems, it is not right to blame the workers and
instead of blaming them there is need to address the problem by asking the
workers what problem is in the work system and not what is wrong with the
workers,
i) Communication:
An organisation should ensure that it listens to its workers and at the same time
provide guidelines to them. The organisation should avoid telling the workers
what to do but should provide guidelines on how to undertake tasks and what
should be done to accomplish organizational goals.

18

j) Social reinforcements:
This involves giving encouragement to workers for the purpose of boosting
their self confidence in the work place, this involves giving praise and
rewarding workers for their achievement and this aids in the empowerment
process.
k) Training:
Training and the provision of information is a major way in which an
organization can empower its workers, this is because information itself is
power and this should also be accompanied by proper communication channels
in the organization. As workers receive more training they experience an
increase in their skills and knowledge and this will increase their confidence
when undertaking their tasks.

I) Emotional support:
An organisation should also provide emotional support to its workers as a form
of empowerment. This process should be accomplished through clear role
definition of employees and also providing assistance at work and encouraging
team work in the work place to solve problems that face workers such anxiety
and stress.
OTHER PROCESS:
PROCESS OF EMPLOYEE EMPOWERMENT:
Six steps to empower employees. The steps arc in sequence and in a logical
order and each is necessary to fully empower employees.
Step #1: Acquire empowerment upper management starts the empowerment
process. They must be willing to relinquish authority and decision-making
power to lower levels of the organization.
19

Step#2: Choose employees to empower Employees must want to be

empowered. Some employees are unwilling to accept additional responsibilities
and decision-making power regardless of potential rewards. They need skills to
make correct decisions and accomplish additional responsibilities.
Step #3: Provide role information. Upper management defines your role and
assigns responsibilities, authority. and decision-making power to meet company
and department goals. Define your role to employees. Define the
responsibilities, authority, and decision making power that you will assign to
employees. Define boundaries to clarify decisions employees will and will not
make. Also specify performance criteria and rewards for outstanding
achievement
Step#4 : Share company information [11 their hook. Three Keys to
Empowerment. Blanchard. Carlos. (mil Randolph state. "Help people to
understand the need for change, teach company financials, share some sensitive
information, list facts people have and need, share good and had information,
and view mistakes positively. Explain company vision and values, clarify
priorities, and teach decision-making and problem-solving skills.
Step#5 : Provide training to employees. Fragoso states in her article that
"employees must have a clear vision of success. Teach them the basics of cost
and revenue. Open financial books and inform employees of the situation so
they can feel more related to the company. Let employees decide how to handle
clients, and give them discretionary power when deciding what to spend in
order to mend a certain problem. Most companies will train new employees.
Current employees with experience and knowledge also need training. Training
should be continuous because it is a major key to the success of a business.
Step#6 : Inspire individual initiatives. An inspired employee is a highly,
productive resource to a company and department. Christopher Bartlett and
Sumantra Ghoshal in their book. The Individualized Corporation, state that to
20

"build 011 the belief of the individual [one must] create a sense of ownership
(create small performance units. Decentralize resources and responsibilities),
develop self-discipline. Establish clear standards and expectations, and provide
a supportive environment (coaching. openness to challenges, and tolerance for
failure).
TEN PRINCIPLES OF EMPLOYEE EMPOWERMENT:
These arc the ten most important principles for managing people in a way
that reinforces employee empowerment, accomplishment. and contribution.
1. Demonstrate You value People
The regard for people shines through in all of actions and words is the facial
expression, body language, and words express what we are thinking about the
people who report to us. The goal is to demonstrate appreciation for each
person's unique value. No matter how an employee is performing on their
current task value for the employee as a human being should never falter and
always be visible.
2. Share Leadership Vision
Help people feel that they are part of something bigger than themselves
and their individual job. Do this h) making sure they know and have access to
the organization's overall mission, vision, and strategic plans.
3. Share Goals and Direction
Share the most important goals and direction for the group. Where possible,
either make progress on goals measurable and observable, or ascertain that have
shared picture of a positive outcome with the people responsible for
accomplishing the results.
4. Trust People

21

Trust the intentions of people to do the right thing, make the right decision, and
make choices that, while maybe not exactly what you would decide, still work.

22

5. Provide Information for Decision Making

Make certain that have given people, or made sure that they have access to, all
of the information they-need to make thoughtful decisions.
6. Delegate Authority and Impact Opportunities, Not Just More Work
Don't just delegates the drudge work; delegate some of the fun stuff too.
Delegate the important meetings. the committee memberships that inf1uence
product development and decision making. and the projects that people and
customers notice, The employee will grow and develop new skills.
7. Provide Frequent Feedback
Provide frequent feedback so that people know how, they are doing. Sometimes.
the purpose of feedback is reward and recognition. People deserve the
constructive feedback, too, so they can continue to develop their knowledge and
skills.
8. Solve Problems: Don't Pinpoint Problem People
When a problem occurs, ask what is wrong with the work system that caused
the people to fail, not what IS wrong with the people. Worst case response to
problems? Seek to identity and punish the guilty.
9. Listen to Learn and Ask Questions to Provide Guidance
Provide a space ill which people will communicate by listening to them and
asking them Guide by asking questions not by telling grown up people what to
do. People generally know the right answers if they have the opportunity to
produce them
10. Help Employee's Feel Rewarded and Recognized for Empowered
Behavior
When

employees

feel

under-compensated.

under-titled

ten

the

responsibilities the) take OIL under-noticed, under-praised, and underappreciated. don't expect results from employee empowerment.
23

METHODS USED IN EMPLOYEE EMPOWERMENT:

A vibrant and energetic environment is created when employees feel valued and
empowered. This produces increased employee satisfaction, which leads to
increased productivity. Employee empowerment is not a task that can be
completed easily: it is a living culture that needs to be nurtured. In order to
enhance employee empowerment various methods has been adopted in the
organization.
1. Implement Effective Policies and Procedures
A Policies and Procedures Manual is a communication tool designed to
empower employers, managers and employees with a consistent approach to
accomplishing their daily tasks. It provides a set of policies, plans, Reports,
forms and work routines that convey the pulse of the organization.
A properly developed manual focuses everyday business communications
between employees and management on what is really important to get the job
clone. This focus is the first step in empowering employees. Empowerment
requires a shared vision, the communication of necessary information and
adequate training.
2. Convey Management Policy and Vision
An organization's policies and procedures manual should be used to
communicate both corporate policies and the appropriate procedures for
implementation of the policy in a combined style format. If employees know the
vision, then they feel confident to make decisions. Keep III mind, though.
policies should not be confused with procedures.
Policy A definite course or method of action to guide and determine
present and future decisions. A policy is a guide to decision-making under a
given set of circumstances within the framework of corporate objectives. goals
and management philosophies. Procedure- A particular way of accomplishing
24

something. or an established way of doing thing. A procedure is a series of steps

followed in a definite regular order that ensure the consistent and repetitive
approach to actions.
3. Improve Communication and Efficiently Run Operations
A policies and procedures manual serves to translate the company's
business philosophies and desires into action. A well-designed manual is an
invaluable communication tool for efficiently running operations within
departments and bridging the gap between interrelated departments. If a
department has specific information that it requires processing a task, then this
information is easily captured in a form that accompanies the task. Forms arc
commonplace in business, acting as a guide for such things as purchase orders,
employment applications or asset requisitions.
4. Reduce Business Process Training Time
A policies and procedures manual is a functional guide for training new
and existing employees. It prevents difficulties in performing duties due to lack
of understanding or inconsistent approaches from personnel changes. And' it
will assist in developing a consistent method in handling any task.
S. Improve Productivity and Decision Making
Policies and procedures speed up employee decision making by having a
handy, authoritative source for answering questions. Well-developed and
documented manuals can ensure compliance with regulatory agencies affecting
your business, including the Occupational Safety and Health Administration
(OSIIA), Food and Drug Administration (FDA), government contracting
authorities and independent certification organizations.
6. Strengthen Organization and Quality
A comprehensive policies and procedures manual covering all
departments within an organization can become a quality manual for the whole
25

company. This will help ensure optimal operations and consistent deli very of
the finest in product or service from the company.
It will "empower" employees to make decisions independently without
the need or time delays of involving various levels of management. A well
thought out manual will enable just about everyone in the organization the
ability and flexibility to make the right decisions in his or her job
responsibilities.
For example, a customer service representative should be able to handle a
customer's problem and have the authority to resolve the problem right on the
spot. In addition, a production team should be able to diagnose a quality
problem and formulate and resolve the problem in conjunction with engineering
without having to go through various channels up and down the corporate
ladder.

7. Meet Objectives with Policies and Procedures Manual

The goal of the policies and procedures manual IS to identify the ways
and means of communicating, as well as getting the service performed or the
product manufactured at the least cost in the minimal amount of time. Not only
will it be used to empower an organization, but it will have the added benefit of
increasing Job satisfaction and employee morale.

26

TECHNIQUE

USED

FOR

ENHANSING

EMPLOYEE

EMPOVERMENT:
Employee empowerment techniques introduce and emphasize productive
communications between management and staff When a company empowers its
employees, they take responsibility for decisions they are free to make,
Employee empowerment creates a sense of ownership in company daily
operations, investing pride in carrying out the mission of a company. Loyalty
and productivity serve as key consequences of employee empowerment.
Step 1
Change management roles from supervisory to coaching. Coach
employees to identify and implement solutions to problems. Reward proactive
employees with recognition and a greater sense of investment in the company.
According to John Powers, writing as an Employee Satisfaction Specialist for
Nextel Communications, Inc, managers must express willingness and ability to
adapt from supervisory roles to coaching roles.
Step 2
Grow employee empowerment through productive coaching through an
employee empowerment website, advises applying coaching techniques, such as
motivation, questioning and adapting your management style to an employee
ability to function at a given level It, for example, you need to bring a employee
up to speed on a project, begin by communicating basic information, building
upon that foundation with more in- depth knowledge. Interact with each
employee to determine how to help her to become invested in her position in the
company.
Step 3
Delegate to empower employees. Given team members the information
and power to make decisions and to take action make. Train team members to
27

make offers to clients in the most strategic way Effective delegation depends
upon clear communication. Rely on delegation as a preferred coaching method.
Step 4
Communicate confidence in and set goals for employees. Express
confidence and expectations for solid performance to the employees. Conduct
regular employee reviews and staff meetings. Inspire employees by setting
realizable goals, according to Powers. Offer performance incentives to raise the
bar higher by realistic increments.

PRE-REQUISITES FOR EMPLOYEE EMPOWERMENT

Employee empowerment provides people the responsibility and authority
to make decisions. Empowerment frequently results in greater commitment and
cooperation: creative ideas and solutions: and greater ownership from
employees. Creating an empowered workforce is a great to increase
organizational effectiveness and success. Empowerment works arc given the
necessary recourses, property trained and managed. Then only they will be able
to successfully perform and make effective decisions.
Employee empowerment requires the following pre-requisites:
1. Involvement:
Employees feel more committed to the organization when they are
involved in the decision making process.
2. Quick decision-making:
Employees sometimes need on the spot decisions for the benefit of the
organization. Employees work say in customer service need to be able to
quickly respond to customers need and problems without having constantly go
lip the chain of command.

28

3 .Solving complex problems:

Employees directly involved with a problem can better determine the
optimal solution. For example, a work group can figure out how to re-engineer
its work process far better than employee's/managers that does not directly work
on the process/project.

DIMENSIONS OF EMPOWERED EMPLOYEES:

The characteristics of empowered employee suggest more complex view,
of employer. Empowered employee has flow characteristics rather than specific
management practices, these characteristics reflect the personal experience or
feelings of empowerment.
Empowered people have a sense of self determination ( this means that
people are free to choose how to do their work, they are not at micromanaged)
Empowered people have a sense of meaning (this means that people feel
their work is important to them; they care about what they are doing)
Empowered employee have a sense of competence ( this means that
people are confident about their ability to do their work well: they know
that they can perform)
Finally empowered employee have a sense of impact (this means that
people believe they can have influence on their work unit; others listen to
their ideals)
These are the four dimensions ret1ect the experience of empowerment
rather than a set of managerial practices people must feel empowered.
Empowerment is not something that management does to employees, but rather
a mindset that employees have about their role in the organization While
management can create a context that is more empowering, this assumes that
employees must choose to be empowered. They must sec themselves as having
freedom and discretion. as feeling a personal connection to the organizations, as
29

confident about their abilities, and has able to have an impact on the system in
which they are embedded Management cannot mandate these things on
employees: instead, employees must experience these characteristics as
authentic.

THE IMPACT OF EMPLOYEE EMPOWERMENT:

"Empowerment is not giving people power; people already have plenty of
power, in the wealth of their knowledge and motivation, to do their jobs
magnificently. It encourages people to gain the skills and knowledge that "ill
allow them to overcome obstacles in life or work environment and ultimately,
help them develop within themselves or in the society, Empowerment may also
have a negative impact on individuals and productivity depending on an
individual's views and goals. It can divide the genders or the races. Strong skills
and critical capabilities are often held back to open doors for those who meet
the empowerment criteria. Those who use empowerment as a selfish advantage
tend to become difficult, demeaning and even hostile colleagues. This end result
is a weak business model.
EMPOWERMENT INCLUDES THE FOLLOWING OR SIMILAR
CAPABILITIES: The ability to make decisions about personal/collective circumstances
The ability to access information and resources for decision-making
Ability to consider a range of options hom which to choose (not just
yes/no, either/or.)
Ability to exercise assertiveness in collective decision making
Having positive-thinking about the ability to make change
Ability to learn and access skills for improving personal/collective
circumstance.
Ability to inform others' perceptions though exchange. education and
engagement.
Involving III the growth process and changes that is never ending and self
initiated.
30

 Increasing one's positive self-Image and overcoming stigma

Increasing one's ability, in discreet thinking to sort out right and wrong.

31

GUIDELINES FOR EFFECTIVE EMPLOYEE EMPOWERMENT

Select the right managers.

Choose the right employees.
Provide training.
Offer guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.
Share authority instead of giving it up.
Encourage dissent.
Give it time.
Accept increased turnover.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Face your own ambivalence
Involve employees in decision-making.
Be prepared for increased variation

32

company profile

33

COMPANY PROFILE
Unit-I: It was commissioned in 1986 with a capacity of 1.0 million MT.
Unit - II: It was commissioned in 1991 with a capacity of 1.5 million MT.
Jaypee Rewa Cement Unit-I was fully engineered by Holtee
Engineer's Pvt. Ltd. and for Jaypee Rewa Cement Unit-II, the engineering
and consultancy services were provided jointly by Holtee Engineers and
Holdcrbank management and consulting ltd, Switzerland. The choice of
machinery from equipment manufactures of world reputed and the extent of
sophistication and modernity incorporated in the cement plant reflect the
concern of the management to customers, The JA YPEE REWA plant with
two units has a capacity of 3 MTP A and grinding & blending units of 1.6
MTPA are in Uttar Pradesh.
Our Vision
To be dynamic & vibrant, responsive to the changing economic
scenario & flexible enough to absorb environmental & fiscal fluctuation
harness the inherent strength of available human recourse & material have
the capacity to learn from success & more than learn am thing else ensure
growth with human face.
Our Mission
To ensure growth for improving the quality of live with a human face
& contribute to the growing economy. Maximizing benefits to our
customers & the nation at large by serving the core sector of the economy

JAYPEE GROUP
Jaiprakash Associates Limited IS a premier organization in India,
which commenced its activities in 1972, when a group of engineers got

34

together in a partnership firm known as Jaiprakash Associates under the

visionary leadership of Shri Jaiprakash Gaur.
Seven years of rapid growth led to Its convention into a private
limited company in l979. Further growth continue as a part of
diversification, a new company was launched in 1983 to set up it modern
cement plant with one million tone capacity in August 1986 the construction
company and the cement were merged into. Jaiprakash Rewa Cement
Limited (.JRL).
Today Jaypee Group is a well-diversified infrastructure industrial group
with a turnover of over 18000 crores.
CORPORATE PHILOSOPHY
Any corporate entity needs to be dynamic and vibrant, responsive to the
changing economic scenario and flexible enough to absorb environmental
and physical fluctuations, It must harness the inherent strengths of available
resources and must possess the capacity to learn from success. More than
anything else, it should ensure growth with a human face.
MAJOR AREAS OF OPERATION

CEMENT
CIVIL CONSTRUCTION
HYDRO POWER CONSTRLCTION
HOTEL AND TOURISSM
INFORMATION TECHNOLOGY
EDUCATION & WELFARE
JAIPRAKASH POWER VENTURES LTD.

35

Review of Literature

36

LITERATURE REVIEW
Potterfield (1999) indicates that through personal conversation with
management and employee empowerment experts. he found that these experts
were uncertain about when and where the term was used in management and
organizational studies.
Liden & Tewksbury (1995) empowerment IS an important construct because it
offers the potential to positively influence outcomes that benefit both
individuals and organizations. Besides Quinn and Spreitzer (1999) mention that
there is a growing consensus that employee empowerment can be a source of
competitive advantage for contemporary organizations.
Conger and Kanungu (1988) categorize empowerment as having two key
relational and motivational - dimensional concepts. The rational concept of
empowerment focuses on issues to do with management style and employee
participation. The motivational concept of empowerment has to do with
discretion, autonomy, power and control. Under the motivational concept of
empowerment, the empowered must feel a sense of personal worth, with the
ability to effect outcomes and having power to make a difference.
Lashley (1999), the multidimensional nature of empowerment arises in service
sector due to the different service offers being made to the customers. Some
services require employees to exercise discretion in detecting and delivering
customer service needs whereas in other cases the service offer is highly
standardized and requires employees to practice service delivery in .. the one
best way".
Bvham (1994), argues that empowerment provides energy for continuous
improvement and an ethic of continuous improvement focuses on vision. He
further purports that a functioning performance management system based on
organisational vision. key success factors and values, guide the energy created
37

in empowerment towards meaningful organizational goals and If this system is

not in place" empowered efforts are wasted because energy is dissipated by
unimportant activities.
Nicholls (1990), states that the ultimate goal fur empowerment is a committed
workforce. Whole heartedly ; devoting their lull energies to the achievement o l
a common ISIOl1 . Jensen (2001) purports that it empowers the organization to
picture or envision itself a difference maker as It continues to be in existence
The question. Though is whether individuals own the vision.
Garatt (1996), it should ensure that sufficient numbers arc pointing in the same
direction, committed to a common purpose. with similar values and behaviors
so that the organization can function effectively and efficiently.
Bergenhenegouwen, Horn & Mooijman (1996), when organizations make too
little use of the capabilities of their employees, they fail to present employees
with challenges to develop the skills necessary for doing the job successfully.
Jurie (2000) also purports that capability also involves empowerment for we
cannot realize our values or goals without power, which is the capacity to act
publicly and effectively to bring about positive change.
Hradesky (1955) said, The scope to use the employee's knowledge and talents
to the best advantage of the firm by instilling involvement and a sense of
ownership in employees and there by promote their productivity. Networking of
problems-solvers across the organization. which in turn builds an environment
that IS conductive to continual improvement in productivity, product quality,
etc. of individual and as well as groups and The scope fostering open
communication at all levels in the organization.
(Laschinger and Finegan, 2005; Ulrich, Buerhaus, Donelan, Norman and
Dittus, 2007). Extrapolating then. empowerment implies that social and
organization support in and of themselves, arc empowerment tools and
38

considers that organizational and supervisory support arc more empowering

than coworker support. Empowerment is one of the latest terms to have cloyed
to describe a condition of employment believed to have the ability to positively
influence an employer's competitive advantage.
Boje and Rosalie (2011) draw on Mary Parker Follett's Theory of Co power
and Clegg's circuits of power theory to bridge the gap between these different
perspectives in the empowerment literature. They describe how thinking about
power as 'power to' rather than" power over" reconciles the notion of their
power is in empowerment theory. Thus on examining the three perspectives. one
finds that although each one views empowerment differently, they
complementary to one another.
Conger and Kanungu (1988). empowerment describes working arrangements
which engage the employee who has been empowered at an emotional level.
Bowen and Lawler (1991) define empowerment as the management strategies
for sharing decision making power; It is the act of vesting substantial
responsibility in the people nearest to the problem.
(Barbee & Bott, 1991) Empowerment involves the need for employees to feel
in control . have a sense of personal power together with freedom to use that
power and a sense of personal efficacy and self determination.
Spreitzer (1996) found that a participative organizational climate in which the
acknowledgement creation and liberation of employees are valued and
individual contributions and initiatives are emphasized rather than a top-down
command and control was positively related to employees feeling empowered
as was socio-political support that is. approval from one's boss, peers.
subordinates and workgroup members.
(Gordon 1995) Empowerment is an act of building, developing and increasing
power through co-operating, sharing and working together. In other words.
39

empowerment means managing organizations collaboration where workers have

a choice. Empowerment can be defined to relate to individuals, groups of
people, employers or employees of an organization.
Kanter, (1997) defines empowerment as giving power to people who arc at a
disadvantaged spot in the organization. An empowered organization is one
where managers supervise more people than in a traditional hierarchy and
delegate more decisions to their subordinates (Malone. 1997). Superiors
empowering subordinates. by delegating responsibilities to them leads to
subordinates who arc more satisfied with their leaders and consider them to he
fair and ill turn perform up to their superiors expectations.
Dachler and Willpert, (1978) state that the ideal way of empowerment IS the
immediate and direct involvement of the members of the organization in the
decision making process.
Bowen and Lawler (1991) define empowerment as the management strategies
tor sharing decision making power It IS the act of vesting substantial
responsibility in the people nearest to the problem (Barbee & Bott,
1991).Empowerment involves the need for employees to feel in control, have a
sense of personal power together with freedom to use that Power, and a sense of
personal efficacy and self determination.
(potter, 1994; Ripley, 1993 ) from the definition of empowerment, it is clear
that it has to take a form in order to be felt. That is initiatives that organizations
claim to be empowering employees have to be translated into concrete practical
arrangements. Which set a framework within which the empowered operate.
Geary (1994) state that the employee who has been given power should be able
to influence the policies that influence him her. The power dimension also has
to do with the extent to which the management's efforts to share power foster

40

feelings of empowerment in employees. and the tensions that exist between

strategic objectives and limits on individual power.
Harley (1995), Empowerment should be considered as releasing power of
human beings into organizational improvement initiatives in order to balance
human and operational issues. Harley (1995) came up with eight critical
principles including the protection of the dignity of employees. the management
of employee perception not Just the "facts": the use of organizational authority
to release rather than inhibit human potential: the use of consensus decision
making: the clarification of vision. Mission, objectives. goals and job
descriptions: unshackling the human desire to be of service to others: the
development of initiatives from values: and the provision of feedback requested
by employees. It is argued that these principles would allow organizational
improvement initiatives to be unifying, innovative. Continuous, and permanent.
(John Gilbert, 1996), state that empowerment to act is a cornerstone for
motivating people to be committed to what they do. But empowerment is not
about abdication of management responsibility; it is about training,
communication, recognition and motivation. Empowerment involves the
acceptance of responsibility by employees for their also actions, but also giving
them the right to be wrong. It is about trust and. most importantly, it is about
accountability.
Bowen and Lawler (1992) also include their definition of empowerment the
sharing of information relating to the organizations performance, rewards based
on the organizational performance. Berry (1995) goes further and argues than
empowerment is a state or mind. An employee with an empowered state of mind
experiences feelings of;
a)
b)
c)
d)

Control over the job shall he performed;

Awareness (lithe context in which the work is performed;
Accountability for personal work output;
Shared responsibility for unit and organizational performance; and
41

e) Equity in the rewards based on individual and collective performance.

Beach (1996) empowerment remains with the individual and cant are imposed
from above. How the can an environment conducive to empowerment be
created') Organizations wishing to instill a culture of empowerment must find a
way of establishing systems and processes that don't restrict employees. By
concentrating on what behavior is considered optimal for the employee and
what they do well. Management ca adopts, develop and change the
organizational structure to produce the sought after behavior. Employees
dedicated to learning, growing and developing: employees who are self
managed: leadership not only existing at the top: a high level of trust between
management and employees as well as among employees: employee
participation in decision making; a high level f vertical and horizontal
communication: employees able to deal with conflict management and
resolution effectively and efficiently.
Collins (1996) looks at historical debates on democracy to gain insight on how
a redial change to organizational culture for empowerment can he developed.
He looks at reasons why people fail to participate in a democratic system and
attributes this to either lack of education and knowledge of group to be able to
participate or a failure to see the connection between the participation and
political decisions. From this historical analysis, there appear to be essential
ingredients for a successful implementation of empowerment in organizations.
Liden & Tewksbury (1995) empowerment is an important construct because it
offers the potential to positively influence outcomes that benefit both
individuals and organizations. Besides Quinn and Spreitzer (1999) mention
that there IS a growing consensus that employee empowerment can be a source
of competitive advantage for contemporary organizations. The concept of
empowerment is defined in a variety of ways, by a number of researchers.

42

Quinn and Spreitzer (1999) discovered two very different perspectives of

empowerment during interviews in an organization that had started an
empowerment program. The researchers advocate two approaches. a
mechanistic approach, referring to a top down process in which empowerment
IS about delegating decision making within a set of boundaries. and an organic
approach implying d bottom up process 1Il which empowerment IS seen as a
process of risk taking and personal growth.
(Torani, et al, 2008) states environmental changes and increased global
competition leads the employee empowerment has a main importance role in
management. Because organizations with strong employees committed, skilled
and motivated will be better able to compete and adapt to changes.
Randolph (2003) believes that empowerment is not only "giving power to the
people to decide" but he believes empowerment is intelligent decision-making
powers to help the company to perform the effective activity. So, in practice. he
knows empowerment as indulge organizational power and believes that people
should be helpful with knowledge and internal motivation.
Zollers and Callahan (2003), say that open communication IS absolutely
essential in the organization to reduce stress and defuse ambiguity and anger
same communication. is like training. Permeates all other peace promotion
strategies.

43

Research
Methodology

44

RESEARCII METHODOLOGY
Research methodology is a systematic and scientific method to know
the truth and reality behind phenomena. Research methodology is a way to
systematically solve the problem. When we talk about research
methodology we not only talk about the research methods hut we also
consider the logic behind methods we use in the context of our research
study and explain why we use a particular method or technique and why we
arc not using others, so that research results are capable of being evaluated
either by the researcher himself or the others.
The aim of research is a process recording and analyzing the critical and
relevant facts about my problem in any branch of human activity Research
methodology is the systematic method of discovering new facts or verifying
old facts, their sequences, interrelationship, casual explanation & the natural
laws that govern them.
DEFINITION:According to Hudson, "All progress is born of inquiry. Doubt is often better
than over confidence, for it leads to inquiry and inquiry leads to inventions."
Method of Data Collection: While deciding about the method of data collection to be used for the study,
there arc two types of data: Primary data & Secondary data
The primary data arc those which arc collective a fresh and for first time &
this happen to be organizational in character
Secondary data are those which have already been collected by some one
else & which have been already pass through the statistical process.
Sample unit: -

JAYPFE CEMENT REW A (M.P,)

45

Sample Size One hundred and seventy SIX tilled ill questionnaires were collected from
members out of two hundred questionnaires distributed.
ANALYSIS OF DATA
The data arc collected through survey and books, reports, newspapers and
internet etc. The survey conducted among the employees of JP cement
Rewa. The data collected by the researcher are tabulated and analyzed in
such a way to make interpretations.
Various steps, which are required to fulfill the purpose. i.e,. editing, coding,
and tabulating. Editing refers to separate. correct and modify the collected
data. Coding refers to assigning number or other symbols to each answer for
placing them in categories to prepare data for tabulation refers to bring
together the similar data in rows and columns and totaling them in an
accurate and meaningful manner .
The collected data are analyzed and interrupted Using statistical tools
and techniques.

46

OBJECTIVES OF THE STUDY

1. To know about the different type of employee empowerment with in

the organization.

2. To analyse the assessment of employees towards employee value

within the organization with respect to age, gender, designation.

3. To analyse the assessment of employees towards their involvement in

shared vision and goals within the organization by the superior with
respect to age, gender, designation..

4. To analyse the assessment of employees towards superiors trust

within the organization with respect to age, gender, designation.

5. To analyse the assessment of employees towards delegation of

authority within the organization with respect to age, gender,
designation.

47

LIMITATION OF THE STUDY

The survey is subjected to the bias and prejudices of the respondents.

Hence 100% accuracy cant be assured.
The researcher was carried out in a short span of time, where in the
researcher could not widen the study.
The study could not be generalized due to the fact that researcher
adapted personal interview method.
Some of the respondents hesitate to give actual feedback.
We have limited resources.
There was some confidential information about the company which
was not shown.

48

Data Analysis and

Interpretation

49

Data Analysis and Interpretation

Table No. 1
My superior shows regard for my work.

Valid Highly
dissatisfied
Dissatisfied
Neutral
Satisfied
Highly Satisfied
Total

Frequency
4

Percent
2.3

Valid
Percent
2.3

1
109
42
20
176

.6
61.9
23.9
11.4
100.0

.6
61.9
23.9
11.4
100.0

Cumulative
Percent
2.3
2.8
64.8
88.6
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 61.9% of

employees are neutral that my superior shows regard of my work , 23.9% are satisfy and
11.4% are highly satisfy while 2.3% of employee are highly dissatisfy and rest .6% of
employees are dissatisfy.
50

Table No. 2
My superior appreciates my work from time to time.
Valid
Frequency Percent Percent
Valid Highly
2
1.1
1.1
dissatisfied
Dissatisfied
2
1.1
1.1
Neutral
13
7.4
7.4
Satisfied
141
80.1
80.1
Highly Satisfied 18
10.2
10.2
Total
176
100.0
100.0

Cumulative
Percent
1.1
2.3
9.7
89.8
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 80.1% of

employees are satisfy that my superior appreciates my work from time to time , 10.2%
are highly satisfy and 7.4% are neutral while 1.1% of employee are dissatisfy and rest
1.1% of employees are highly dissatisfy.
51

Table No. 3
My superior treats me as a human being regardless of my performance.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
99
56.3
56.3
56.3
dissatisfied
Dissatisfied
4
2.3
2.3
58.5
Neutral
14
8.0
8.0
66.5
Satisfied
29
16.5
16.5
83.0
Highly Satisfied 30
17.0
17.0
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 61.9% of

employees are neutral that My superior treats me as a human being regardless of my
performance ,23.9% are satisfy and 11.4% are highly satisfy while 2.3% of employee are
highly dissatisfy and rest .6% of employees are dissatisfy.

52

Table No. 4
My work is recognized in the organization.

Valid Highly
dissatisfied
Dissatisfied
Neutral
Satisfied
Highly Satisfied
Total

Frequency Percent
4
2.3

Valid
Percent
2.3

Cumulative
Percent
2.3

55
27
46
44
176

31.3
15.3
26.1
25.0
100.0

33.5
48.9
75.0
100.0

31.3
15.3
26.1
25.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 31.3% of

employees are dissatisfy. that, My work is recognized in the organization , 26.1% are
satisfy and 25.0% are highly satisfy while 15.3% of employee are neutral and rest 2.3%
of employees are highly dissatisfy.

53

Table No. 5
I get necessary information to make thoughtfull decision.
Valid
Frequency Percent Percent
Valid Highly
2
1.1
1.1
dissatisfied
Dissatisfied
3
1.7
1.7
Neutral
72
40.9
40.9
Satisfied
77
43.8
43.8
Highly Satisfied 22
12.5
12.5
Total
176
100.0
100.0

Cumulative
Percent
1.1
2.8
43.8
87.5
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 43.8% of

employees are satisfy. that, I get necessary information to make thoughtful decision,
40.9% are neutral and 12.5% are highly satisfy while 1.7% of employee are dissatisfy
and rest 1.1% of employees are highly dissatisfy.

54

Table No. 6
My superior keeps me informed of company vision and goals.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
5
2.8
2.8
2.8
dissatisfied
Dissatisfied
11
6.3
6.3
9.1
Neutral
41
23.3
23.3
32.4
Satisfied
80
45.5
45.5
77.8
Highly Satisfied 39
22.2
22.2
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 45.5% of

employees are satisfy. that, My superior keeps me informed of company vision and goals
, 23.3% are neutral and 22.2% are highly satisfy while 6.3% of employee are dissatisfy
and rest 2.8% of employees are highly dissatisfy.
55

Table No. 7
Higher management values, the ideas and suggestions
employees of my level.
Valid
Frequency Percent Percent
Valid Highly
5
2.8
2.8
dissatisfied
Dissatisfied
19
10.8
10.8
Neutral
50
28.4
28.4
Satisfied
72
40.9
40.9
Highly Satisfied 30
17.0
17.0
Total
176
100.0
100.0

given by the
Cumulative
Percent
2.8
13.6
42.0
83.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 40.9% of

employees are satisfy. that, Higher management values ,the ideas and suggestions given
by the employees of my level , 28.4% are neutral and 17.0% are highly satisfy while
10.8% of employee are dissatisfy and rest 2.8% of employees are highly dissatisfy.
56

Table No. 8
Superior freely talk about upcoming changes within and outside the
organization.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
10
5.7
5.7
5.7
dissatisfied
Dissatisfied
22
12.5
12.5
18.2
Neutral
46
26.1
26.1
44.3
Satisfied
70
39.8
39.8
84.1
Highly Satisfied 28
15.9
15.9
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 39.8% of

employees are satisfy. that, Superior freely talk about upcoming changes within and
outside the organization, 26.1% are neutral and 15.9% are highly satisfy while 12.5% of
employee are dissatisfy and rest 5.7% of employees are highly dissatisfy.

57

Table No. 9
Superior share strategic planes and overall mission
employees.
Valid
Frequency Percent Percent
Valid Highly
10
5.7
5.7
dissatisfied
Dissatisfied
28
15.9
15.9
Neutral
42
23.9
23.9
Satisfied
72
40.9
40.9
Highly Satisfied 24
13.6
13.6
Total
176
100.0
100.0

with all the

Cumulative
Percent
5.7
21.6
45.5
86.4
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 40.9% of

employees are satisfy. that, Superior share strategic planes and overall mission with all
the employees , 23.9% are neutral and 15.9% are dissatisfy while 13.6% of employee are
high satisfy and rest 5.7% of employees are highly dissatisfy.
58

Table No. 10
My superior believes that I will do right things and make sound
decision.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
4
2.3
2.3
2.3
dissatisfied
Dissatisfied
15
8.5
8.5
10.8
Neutral
44
25.0
25.0
35.8
Satisfied
73
41.5
41.5
77.3
Highly Satisfied 40
22.7
22.7
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 41.5% of

employees are satisfy. that, My superior believes that I will do right things and make
sound decision , 25.0% are neutral and 22.7% are high satisfy while 8.5% of employee
are dissatisfy and rest 2.3% of employees are highly dissatisfy.

59

60

Table No. 11
My superior guide me to increase my knowledge and skills.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
3
1.7
1.7
1.7
dissatisfied
Dissatisfied
14
8.0
8.0
9.7
Neutral
44
25.0
25.0
34.7
Satisfied
81
46.0
46.0
80.7
Highly Satisfied 34
19.3
19.3
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 46.0% of

employees are satisfy. that, My superior guide me to increase my knowledge and skills,
25.0% are neutral and 19.3% are high satisfy while 8.0% of employee are dissatisfy and
rest 1.7% of employees are highly dissatisfy.

61

Table No. 12
My superior enforce good communications with all the employees.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
3
1.7
1.7
1.7
dissatisfied
Dissatisfied
15
8.5
8.5
10.2
Neutral
41
23.3
23.3
33.5
Satisfied
83
47.2
47.2
80.7
Highly Satisfied 34
19.3
19.3
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 47.2% of

employees are satisfy. that, My superior enforce good communications with all the
employees, 23.3% are neutral and 19.3% are high satisfy while 8.5% of employee are
dissatisfy and rest 1.7% of employees are highly dissatisfy.

62

Table No. 13
Employee have freedom to do their job effectively and making decisions.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
3
1.7
1.7
1.7
dissatisfied
Dissatisfied
16
9.1
9.1
10.8
Neutral
41
23.3
23.3
34.1
Satisfied
83
47.2
47.2
81.3
Highly Satisfied 33
18.8
18.8
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 47.2% of

employees are satisfy. that, Employee have freedom to do their job effectively and
making decisions, 23.3% are neutral and 18.8% are high satisfy while 9.1% of employee
are dissatisfy and rest 1.7% of employees are highly dissatisfy.

63

Table No. 14
My superior gives opportunity to individual for improving the
performance.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
3
1.7
1.7
1.7
dissatisfied
Dissatisfied
14
8.0
8.0
9.7
Neutral
45
25.6
25.6
35.2
Satisfied
82
46.6
46.6
81.8
Highly Satisfied 32
18.2
18.2
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 46.6% of

employees are satisfy that , My superior gives opportunity to individual for improving
the performance , 25.6% are neutral and 18.2% are high satisfy while 8.0% of employee
are dissatisfy and rest 1.7% of employees are highly dissatisfy.

64

Table No. 15
My superior delegate me the tasks which are full of opportunities.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
2
1.1
1.1
1.1
dissatisfied
Dissatisfied
22
12.5
12.5
13.6
Neutral
48
27.3
27.3
40.9
Satisfied
77
43.8
43.8
84.7
Highly Satisfied 27
15.3
15.3
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 43.8% of

employees are satisfy that , My superior delegate me the tasks which are full of
opportunities, 27.3% are neutral and 15.3% are high satisfy while 12.5% of employee are
dissatisfy and rest 1.1% of employees are highly dissatisfy.

65

Table No. 16
My superior engage me in product development process.
Valid
Frequency Percent Percent
Valid Highly
2
1.1
1.1
dissatisfied
Dissatisfied
10
5.7
5.7
Neutral
58
33.0
33.0
Satisfied
80
45.5
45.5
Highly Satisfied 26
14.8
14.8
Total
176
100.0
100.0

Cumulative
Percent
1.1
6.8
39.8
85.2
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 45.5% of

employees are satisfy that , My superior engage me in product development process ,
33.3% are neutral and 14.8% are high satisfy while 5.7% of employee are dissatisfy and
rest 1.1% of employees are highly dissatisfy.

66

Table No. 17
My superior sometimes give me the opportunity to lead the meetings
and participation in committees.
Valid
Cumulative
Frequency Percent Percent
Percent
Valid Highly
5
2.8
2.8
2.8
dissatisfied
Dissatisfied
20
11.4
11.4
14.2
Neutral
47
26.7
26.7
40.9
Satisfied
89
50.6
50.6
91.5
Highly Satisfied 15
8.5
8.5
100.0
Total
176
100.0
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 50.6% of

employees are satisfy that , My superior sometimes give me the opportunity to lead the
meetings and participation in committees , 26.7% are neutral and 11.4% are dissatisfy
while 8.5% of employee are high satisfy and rest 2.8% of employees are highly
dissatisfy.

67

Table No. 18

My superior gives me the opportunity to solve a problem

occure.
Valid
Frequency Percent Percent
Valid Highly
3
1.7
1.7
dissatisfied
Dissatisfied
12
6.8
6.8
Neutral
58
33.0
33.0
Satisfied
72
40.9
40.9
Highly Satisfied 31
17.6
17.6
Total
176
100.0
100.0

if any setback
Cumulative
Percent
1.7
8.5
41.5
82.4
100.0

INTERPRETATION:- From the above chart , it can be interpreted that 40.9% of

employees are satisfy that , My superior gives me the opportunity to solve a problem if
any setback occur, 33.0% are neutral and 17.6% are high satisfy while 6.8% of employee
are dissatisfy and rest 1.7% of employees are highly dissatisfy.
68

Table No. 19

Age

Valid <=35
35<age<=5
0
>50
4
Total

Frequency Percent
37
21.0
78
44.3

Valid
Percent
21.0
44.3

Cumulative
Percent
21.0
65.3

60
1
176

34.1
.6
100.0

99.4
100.0

34.1
.6
100.0

INTERPRETATION:- From the above table it is clear that age of 21.0% respondents
are <=years, 44.3% respondents are 35<age=50 years and 6% respondent are =>50 years
age.

69

Table No. 20
Gender
Frequency
Valid Male
164
Female 11
1
Total
176

Percent
93.2
6.3
.6
100.0

Valid
Percent
93.2
6.3
.6
100.0

Cumulative
Percent
93.2
99.4
100.0

INTERPRETATION:- From the above chart it is clear that 93.2% respondents are of
male category and 6.3% respondents are female category.

70

Table No. 21

Experience
Frequency
Valid below 2 year 2
2-5 year
32
5-10 year
51
above
10 90
year
1
Total
176

Percent
1.1
18.2
29.0
51.1

Valid
Percent
1.1
18.2
29.0
51.1

Cumulative
Percent
1.1
19.3
48.3
99.4

.6
100.0

.6
100.0

100.0

INTERPRETATION:- From the above chart it is clear that 1.1% respondents have
below 2 years experience, 18.2% have 2-5 years experience, 29.0% respondents have 510 years experience and 51.1% respondents have above 10 years of experience.

71

Findings, Conclusion
and Suggestions

72

FINDING
During the project I found that: I found that my superior shows regard of my work and appreciates
my work from time to time.
I found that maximum of employees are agree that superior treats to
their employees as a human being and regardless of their performance
.
I found that employee have freedom to do their job effectively and
making the decision.
I found that maximum of employees are agree that superior gives
opportunities to individual for improving employees performance and
engage them in product development process.
I found that superior gives opportunities to their employees to lead
the meetings and participation in committees.
I found that in JP cement Rewa have a good working environment
and better working place.
I found that the good performance is appreciated and recognized by
Top management in JP cement Rewa.
I found that employees are more competent after they empowered.
I found that superior gives opportunity to their employees to solve a
problem if any setback occur and guide them to increase their
knowledge and skills.

73

CONCLUSION
During my project a questionnaire was provided to a number of employees
to

analyze

EMPLOYEE

EMPOWERMENT ACTIVITIES OF JP

CEMENT REWA that I have taken as a part of my project work, after

going through the responses given by the employees and their analysis
the following is concluded-

Nature of EMPOWERMENT ACTIVITIES of employees is

satisfactory at JP CEMENT REWA.
Behavior of employees is friendly and they have patience in working
with employee and in clarifying their doubts and queries and helping
as far they can.
They are competent and well trained in performing their duties.
In JP CEMENT REWA employees extend their help to others in an
unbiased way and treating all employees as equal.
They take regular feedback by empowering employees and conduct
surveys to know about employees needs and problems to overcome
with them.
During the survey I found that the responses obtained indicate that the
employees were fairly agree with the empowerment activities of JP cement
Rewa. Although a small sample size was taken to analyze it.

74

SUGGESTION
Employee empowerment activities of JP Cement Rewa involve more
professional and feedback base approach should be there.
Recognize employees with creative ideas, and motivate them to
contribute for the effective employee empowerment activities of J.P.
cement Rewa and growth of their organization.
Employees may give suggestions if required in order to make their
empowerment activities more effective & to improve their weak
areas.
Promote Teamwork, Ownership and Accountability at all levels
Evolve an orgainsed channel through which ideas leading to
improvements of employees in work place.

75

ANNEXURE

76

BIBLIOGRAPHY
Adrian Wilkineson, "Empowerment: Theory and Practiec," Personal
Review (January 1988): 40.
Aswathappa K, (2009) Human Resource Management text and Cases,
Tata McGraw Hill Pvt. Ltd. 6th Edition, pg.-453-455.
Barney, J. 1995 Looking inside for competitive advantage, Academy
of Management.
Executive, 9(4), 49-61.
Blanchard, Carlos, and Randolph, The Three Keys to Empowerment:
252.
Barnardin

H.J.

(2007)

Human

Resource

Management

-An

Experiential Approach, Tata McGraw Hill Pvt. Ltd. 4th Edition,

pg.324-325.
Conger, J.A. and Kunungo, R.N. 1988. The empowerment process:
Intergration theory and practice, Academy of Management Journal,
13(3): 471-482.
Dessler G&Varkkey B (2011), Human Resource Management,
Pearson Publication, 12th Edition, pg-491.
Dopuglas Ceasar 1996. "Employee empowerment in organizational
today". In Gerald R.
Ferris, M. Ronald Buckly and Donald B. Fedor (Eds). Human
Resource Management.
Fragoso, "An Overview of Employee Empowerment."
Ghoh, A.K. 2006. Human Resource Management (With cases) Manas
Publications. Greenberg J. & Baron R.A., (2008) Behavior in
Organizations, PHI Learning Pvt. Ltd. 9th Edition, pg. 475-479.
Greenberg J. & Baron R.A., (2008) Behavior in Organizations, PHI
Learning Pvt. Ltd. 9th Edition, pg-475-=479.
Human Resource Management by "S.S. KHANKA", S. Chand &
Company Ltd. New Delhi-2003.
Ivancevice J M, (2008), Human Resourcfe Management, Tata
McGraw Hill Pvt. Ltd, 10th Edition, pg-518-521.
77

 Innocent,

E.(1994),

"Empowering

Disadvantaged

Employees"

Empowerment in Organization,
Linda, H. 1997 . A review of the literature on employee
empowerment Empowerment in organizations,
Newstrom, John W. and Keith Devis 1998. Organizational Behavior:
Human Behavior at work, New Delhi.
Porter, M. 1985 Completive Advantage: Crating and sustaining
superior Performance, The free press, New York.
Potterfield, T., The business of employee empowerment, 1st ed.,
Green
Wood publishing Group, Inc, Connecticut, 1999.
Thomas, K. and Velthouse, B., "Cognitive elements of empowerment:
An
'Interpretive' model of intrinsic motivation, academy of management
Review, v.15, no. 4, pp. 666-681,1990

78

EFFECTIVENESS OF EMPLOYEE EMPOWERMENT ACTIVITIES

OF JAYPEE CEMENT PLANT REWA

QUESTIONNAIRE
I am doing a survey as part of my summer training and I am M.BA
student. Your response will be used only for academic purpose. Your
feedback on this survey will be kept confidential. The following
questionnaire

is

aimed

at

gauging

the

EFFECTIVENESS

OF

EMPLOYEE EMPOWERMENT ACTIVITIES at jaypee cement rewa.

Respondent Details:Age:-

a) Age<= 35 Years

b) Age <= 50 Years

c) Age > 50 Years

Gender:-

a) Male

b) Female

Experience:-

a) Below 2 Years

b) 2-5 Years

c) 5-10 Years

d) above 10

Designation/Grade:-

...........

Department:-

............................................

With reference to measure the EFFECTIVENESS OF EMPLOYEE

EMPOWERMENT ACTIVITIES.
For the following statements kindly put a tick mark as per the
following.
1) Highly dissatisfied
2) Dissatisfied
3) Neutral
4) Satisfied
5) Highly satisfied
79

Q.
No.
1.

Statement

My superior shows regard for my work.

2.

My superior appreciates my work form time.

3.

My superior treats me as a human being

4.

regardless of my performance.
My work is recognized in the organization.

5.

6.

thoughtful decision.
My superior keeps me informed of company

7.

vision and goals.

Higher management values, the ideas and

get

necessary

information

to

make

suggestions given by the employee of my

8.

level.
Superior freely talk about upcoming changes

9.

within and outside the organization.

Superior share strategic planes and overall

mission with all the employees.

10. My superior believes that I will do right
things and make sound decision.
11. My superior guide me to increase my
knowledge and skills.
12. My superior enforce good communication
with all the employees.
13. Employee have freedom to do their job
effectively and making decisions.
14. My superior gives opportunity to individual
for improving the performance.
15. My superior delegate me the tasks which are
full of opportunities.
16. My superior engage

me
80

in

product

development process.
17. My superior sometimes

give

me

the

opportunity to lead the meetings and

participation in committees.
18. My superior gives me the opportunity to
solve a problem if any setback occure.

81

DECLARATION
I

declare

"EFFECTIVENESS

that

the
OF

summer

training

EMPLOYEE

report

entitled

EMPOWERMENT

ACTIVITIES OF JP CEMENT REWA (M.P.)" her by submitted to the

Department of Business Administration of APS University for the degree of
M.BA is the result of an original piece of work carried out by me.
The information is this report has been collected from genuine &
authentic sources. All sources of information have been acknowledged by
references.

Atul Singh Baghel

M.B.A. (HR)

82

ACKNOWLEDGEMENT
It is great pleasure for me to acknowledge the assistance, guidance &
supervision accorded to me by Mr. Anil Sharma deputy manager (P&A)
H.E.W. Jaypee Cement Rewa and my guide Mr. Ashish Pandey, faculty
M.B.A., D.B.A. A.P.S. University Rewa. Their patience and strict, vigilant,
& critical supervision made this work what it is. All my efforts would be
immortal without delivering words of sincere gratitude to these honorable &
eminent personalities.
Special appreciation is also extended to the respondents who shared
their opinion with me by filling up the questionnaire.
I wish to express my sincere thanks to my classmates, friend & other
members of the Department of Business Administration who directly or5
indirectly helped & supported me during my research work.

Atul Singh Baghel

M.B.A. (HR)

83

CONTENTS
Certificate
Declaration
Acknowledgement
Chapter 1

Introduction of topic

01-29

Chapter 2

Company Profile

30-32

Chapter 3

Review of Literature

33-40

Chapter 4

Research Methodology

41-45

Objective of the study

Limitation
Chapter 5

Data Analysis & Interpretation

46-67

Chapter 6

Findings, Conclusion and Suggestions

68-71

Annexure

72-77

Bibliography
Annexure

84