Mabey C, Skinner D
The International Journal of Public Sector Management, (UK), 1998 Vol 11 No 6
Start page: 494. No of pages: 15.
Examines the meaning of empowerment and its adoption in a UK Next Steps Agency. Finds that little research exists regarding the views of those on the receiving end of empowerment programmes. Explores this and related issues through interviews with staff at two headquarters sites and two operational sites. Found a mixed response indicating varying degrees of adoption of the required approach. States that for many staff, the positive empowering structural changes brought about were inconsistent with the less-than-empowering style of the more senior managers around them. Finds that those who had experienced a psychological benefit from the empowerment training were positive and felt more in control and accountable. Points out that staff are not mere passive recipients in any change process and that in this case the question of trust featured significantly in many respondents’ answers. Believes their research findings gives further insight into grass roots feelings even though the sample size was small.
Subject(s): EMPOWERMENT, PUBLIC SECTOR, ORGANIZATIONAL CHANGE, MANAGEMENT ATTITUDES, EMPLOYEE ATTITUDES
Database: TMA: Top Management Abstracts OPMA: Operations & Production Management Abstracts
Style: Case study. ISSN: 0951-3558. Reference: 28AC434
Reproduced by permission of Anbar Management Intelligence