M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Management......

1. Designing a Research Methodology in Management Research:
An Empirical work experience in Employee Empowerment and Creating High
Performance Workplace
M M Bagali, PhD
Professor of Strategic HRM,
Head, Research in Management,
Fellow, Organizational HRM, CAMI and AHRB,
Jain University, CMS Business School campus,
JPnagar, 6th phase, Bangalore - 560078, India
mm.bagali@jainuniversity.ac.in; sanbagsanbag@rediffmail.com
Executive Note: Research and research work requires meticulous crafting the methodology
and enquiry areas, per se. The present paper shares the Research methodology design of an
empirical work undertaken in the area of EMPLOYEE EMPOWERMENT. The paper can be
benchmarked while undertaking a work in Management research, and the various steps that
makes Good methodology chapter.
Introduction:
We are presently living in a time of complex and seemingly insurmountable
challenges in all spheres of our collective lives. A whole gamut of leadership crisis is evident
in our organizations and business. From all areas of our society and from the World at large,
we do hear about crisis of ineffective structures and relationships. The workplace has become
more challenging. The workforce of today is experiencing more uncertainty and requires
business organizations to adopt different strategy to deal with newer and more challenging
issues. It is needless to say that Human. Resources forms major component for organizational
survival. In face of all these happenings, we are called upon to rethink and renew our
relationships in our organizations and our way of developing and managing human resources.
We must find ways to create together new and positive vision of the future. We must be
empowered to pursue our higher common purposes. Our future quality of life depends on our
sincere efforts in attaining the set goals.
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2. Similarly, most organizations have a number of employees who believe that they are
dependent on others and that their own efforts will have little impact on performance. In fact,
almost every society has within it some minority groups that feel incapable of controlling
their own destiny. Self-efficacy is the conviction among people that they can successfully
perform their jobs and make meaningful contribution and powerlessness contributes to
frustrating experience of low self-efficacy. Problems with self-efficiency are often caused by
major organizational changes that are beyond the employee’s control and create barriers and
problems such as having to work under an authoritarian leader, rigid policy’s, unethical
management ethos and within a restricted work system that fails to reinforce competence and
innovation in a job.
But one thing is clear that now more than ever before, we need policies, systems and
strategies which will provoke, guides, inspire, mobilize and above all, empower all of us to
rise to the challenges we face. With thousands of our major organizations facing global
challenges and some even unable to cope and manage to the extent needed, it is little wonder
that anxiety about future will be much wide spread in our country in the days to come. At this
particular time in history, we must develop a clear understanding of nation’s challenges in
managing organizations, work force and developing human resources to face all these
unforeseen challenges and demands. We need to develop deeper comprehensive practices in
managing and enhancing human force to the standards on par with global company’s. The
importance of developing and managing human resources becomes vital sources of enquiry,
as we seek to respond to these complex challenges most acutely and even the question of
very survival. Corporate Renaissance is now mandatory for organizational success and an
additional driving change force coming from within the organization.
Empowerment and empowering employees change all the equations for better growth
and development. It changes the key structures of all relationships that exist...power
relationship, work relationship, trust and faith relationship, delegated and shared
responsibility relationship and the very premises towards human resources development and
management. The empowering policy and leadership role is to show trust, provide vision,
remove performance-blocking barriers, offer freedom and encourage activities to perform
without any boundaries. Indeed, the empowered organization as a whole is something, which
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3. focuses high at "HUMAN" and looks human resources as a prime asset of organization.
What is this paradigm shift towards empowerment all about? How different is it from other
organizations? Is empowerment something that has to be given? The present study tries to
examine this big gap between performing organization and others, and that it is only because
of the innovative work-place systems, practices, approach and policy adopted for human
resource development & management that makes top performing companies different. Thus,
the enquiry into employee empowerment and its after-math benefits in over all growth and
development of organization and the work force, per se.
Research Design:
The focus of the study is to understand why and what makes top performing companies
different and what are the innovative and unique strategies adopted in creating a global
standard organization. It was therefore, decided to use explorative and descriptive design,
which befits into the pattern of investigation. The study also understood and fleshed out to
explain the technical and commercial context within which the firm operated in terms of
environmental certainty-uncertainty, stability and resource munificence. The study also
looked at the timeline described for the change process that the firm went through (if that is
what occurred), or was the firm set-up to be empowered from the beginning. It was also to
understand what things changed early, what things changed later and how well did they
triangulate? The current practices of developing and managing human resources were
explored and a description of all these practices was analyzed through appropriate
questionnaire and schedule, including verbatim recording of the responses, per se.
Objectives:
The investigation is an empirical research work undertaken to understand how a model
company can be created with innovative workplace programme and policies. It was also
intended to understand the impact of such innovative practices on empowerment and how
such processes could change the very face of the organization and help it remain at the top of
the business. An effort was made to understand all that contributed to empowerment--the
systems, practices, policy or the leadership. The study also tried to differentiate between the
various human resource strategies adopted in empowering employees and how these
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4. strategies differed from other management practices. An effort was also made to see how
these management practices impacted upon employee behavior.
With these core objectives, the study also proposes to understand the issue likes: Do we
really need empowered people? Is empowerment something that can be done to someone or
something a person must choose? Are employees, leader or all, creating empowerment
climate in the organization? With these supporting objectives, the genesis of empowerment is
probed at length.
Hypotheses:
The study tries to test the following hypothesis: (The study tested totally 6 hypotheses)
Ha1 Individual and organizational achievements can be gained through the sense of
belonging;
Ha2 A sense of Organizational life through climate shapes behavior and moulds positive
attitude towards organizational growth and development leading to employee empowerment;
Ha3 Access to information about the mission, value, goals and objectives of an
organization is positively related to empowerment;
An important point of enquiry was focused as to why it was possible for the organization in
the present study, though Indian, to grow systematically and what unique and innovative
techniques were practiced as an exercise of employee empowerment. Adding to support these
assumptions, the study also tested that: without transparent open lines of communication and
information sharing, people will not extend themselves to take outright responsibility and
vent their creative energies; transparent Management ethos breeds faith and trust; that
creativity and innovation are possible with positive management practices.
Study Scope:
There is always a big gap between performing organization and other. The reasons could be
several, but an empowered work culture is what makes significant difference. The present
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5. study tries to focus at these levels and is it the policy, people or workplace practices that
makes an empowered organization and work force is what is been probed at length. The
focus of study restricts to Polyhydron Private Limited-PPL, an engineering based
organization established in the year 1981, situated at the industrial sector of Belgaum district,
in Karnataka State, India. PPL manufactures Radial Pistons pumps, hand operated DVC,
Pressures switches, Pressure relief values, Pressure control values and Cartridge values. The
organization has been known for its empowering way of developing and managing human
resources and employee ownership culture been widely instituted in the organization. All the
employees including the CEO/MD forms the respondent group.
Method of Study:
a) Geographical Area
Karnataka State in India is an industrially developed State, with a wide range of
organizations and activities. Belgaum District has more small-medium-scale (SME)
organizations and the selected geographical area for the present study. It falls in the Northern
division of Karnataka State, India.
b) Organization
PPL was established way back in 1981 with the sole purpose of creating an organization on
lines with global standards, clean business and ethical approach. Before, PPL was
established; SBH (Suresh Hundre, CEO & MD) with other fellow colleagues started a
group under the Hyloc banner, manufacturing a wide range of hydraulic related equipments.
PPL was one of the units under the banner. As ideologies change and each global thinker has
a dream to set an organization on lines with what one thinks are apt, SBH thought of
Polyhydron unit with ideas he felt were on lines with his thinking and hence was left with
PPL, which was a small unit then, to take-up the responsibility independently and run into a
long journey. PPL is located in an industrially concentrated new area of Machhe, at Belgaum,
in Karnataka state, India. Polyhydron manufactures hydraulic values and radial piston,
pumps, etc. The wide range of products at PPL spans over more than 40-50 types and an
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6. average of 700 models. The customers are from varied places and the turnover on an average
is between 8-10 crores.
c) Sampling Design:
Studying empowerment is a holistic approach and needs to be studied from all the angles
involving everyone in the organization. The sample included all the employees as part of the
study. Since, knowing the experience was the main focus, it was proposed to have everyone
involved to have a comprehensive opinion on the practices, per se. Note: 60 employees; One
CEO / MD
A total of 73 employees including top management form the work force in the organization.
A total of 73 employees constitute the entire work force at PPL, with different categories like
highly skilled (HSK), skilled (SK), semiskilled (SSK) and unskilled (USK) employees apart
from Engineers, Administrative and Managerial staff. The category is done on the basis of
nature of work-skill involved at workplace, per se. In fact, the CEO, who is also MD, seven
at management cadre, six engineers and two-software expert forms one section. There is nine
administrative staff, which includes four supporting at office level as another section. As
many as forty-two are grass-root employees of which five are highly skilled, eighteen are
skilled, nineteen are semiskilled, apart from two unskilled & a trainee. All were included in
the study, but, as many as 62 expressed their willingness to take part in final study and the
rest didn't due to reasons beyond explanation. Out of the total respondents, two could not
complete the questionnaire & schedules. The study results analyzed the data gathered from
sixty respondents from different categories of employees. A final of 60 employees formed
the total sample of respondent. In addition to these, the CEO / MD of the organization
formed another important respondent.
P.S.: The organization has a flat way of organizational structure and hierarchy, where each is
equal in position and status. But, only on paper is the hierarchy designed. Otherwise, each
one is a manager and each a CEO. In practice, there are no divisions as management & work
force and no separation and hierarchy as top / middle / grass root level employees. Each can
work anywhere in the Organization depending on the necessity of work-skill required. For
administrative purpose, they are categorized into different streams.
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7. Data Collection from Employees:
Fig No 01: The mode of Data collection of employees
PPiilloott SSttuuddyy
Observed the
System Pooling
Pooling
all the
response
s
Questionnair
e
Administered
Discussion
with CEO
Case-by-
Case
discussio
n
An exhaustive empowerment questionnaire in different languages was put to test. The
questionnaire was administered to all employees who participated and a formal discussion
with CEO / MD was done keeping in view the intended enquiry areas. Very many
empowering angles were probed and a total of nearly 125 odd areas were identified, which
were apt, valid and relevant on five point scale, viz: Strongly agree; Agree; Can’t say;
Disagree; and Strongly disagree. Such areas put to test includes understanding the system of
accountability within the organization, attitude development processes, mode adopted for
career planning, open communication process adopted, decision making process, delegation
and shared responsibility, ethical standards, feed-back system adopted, methods for
information sharing, leadership development at all spheres, organizational transparency,
management and organizational ethos, power distribution, climate of politics, degree of trust
& loyalty, team working, employee participation and the like were put to test.
The present enquiry is a scientific investigation into practical working of empowerment
system at PPL and hence the study is undertaken at multiple stages. We used three distinct
methodologies in the study:
a) Pre-pilot observation
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Observed the
System
all the
response
s
Questionnair
e
Administered
Discussion
with CEO
Case-by-
Case
discussio
n

8. b) Pre-pilot study
c) Final observation
a) Pre-pilot observation
The study began with pre-pilot observation through a survey over a period of 8-10 months.
We observed and identified the management practices that were thought to influence
business success-broad areas such as: communication, leadership, transparency, values,
decision-making, participation, management style, organizational politic, ethos, knowledge
sharing, ownership culture and the like. Initial micro level discussion with employees was
held from time to time.
b) Pre-pilot study
A pilot study with specific practices was undertaken with few enquiry areas identified and
put to test. We pursued in-depth observation of management practices that were pre-observed
which played a major role in enhancing or weakening a company’s performance. This pilot
study allowed us to verify and extend the larger survey findings. Pilot study also paved way
for further exploration of new areas and few areas of in-significance were ignored. It also
directed a few questions and enquiry areas in line with objectives of the study.
c) Final observation
At final stage, while collecting actual data, an exhaustive questionnaire / schedule was
administered focusing all valid areas of empowerment and the extent of such organizational
practices in growth of the company and creating an winning work force, per se. As many as
125 odd areas were identified and put to test. The collection and examining of data was done
in three stages after communicating to all the employees the purpose of the study and why
their responses through active participation are important at higher level and the benefits it
comes out for the Individual, Organization and the Nation as a whole. We injected case-by-case
basis, with a sense of purpose & direction at all the three stages of data collection.
Stage 1: In the first stage, Questionnaires and schedules were drawn up after identifying the
relevant empowerment angles and put to test on a five-point scale. This was the first stage,
where each was asked to express his/her opinions on five-point scale, viz:
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9. · Strongly agree
· Agree
· Can’t Say
· Disagree
· Strongly disagree
Stage 2: In the second stage, formal and informal observation and discussions at workplace
based on the responses expressed regarding the practices in vogue was undertaken. In fact, at
this stage, each participating respondent was met personally case by case, and was asked,
through personal discussion regarding his opinions and feelings on empowering system and
why such a feeling has been expressed. At this stage, more emphasis was laid on why such a
system / practice was followed and was it apt and the aftermath benefits of such practices. It
was more of fact finding and knowing the feelings, analyzing views and opinions based on
responses expressed through questionnaire. A series of formal & informal visits from time to
time for each respondent was undertaken. Injecting case-by-case and opinion-by-opinion was
focused much.
Stage 3: Based on these observations, final discussion was held particularly on the responses
elicited using the questionnaire method and the observations and discussions made. A
collective opinions and views from all the sides were pooled out at one point and put to test
for final examination. This was the last stage and all care was taken to see to it that the
opinions expressed, the observations done and what actually are the practices undertaken
were pooled for final test and discussed at length. All the possible way through which
information could be collected was adopted. At each stage of data collection, frequent
discussions with the CEO were undertaken.
CEO Data Collection:
The collection of information from CEO was done separately. After a series of personal
discussion with the CEO / MD, it was decided to have a one to one personal talk, with the
areas identified. A series of pre-discussions informally paved way in setting the enquiry areas
for getting the desired responses. The main focus of discussion and collection of information
from CEO was to know from top man’s angle, the way work environment has to be created
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10. and the difficulties one usually (CEO) faces in creating such an empowered workforce
system in the organization. A series of discussions were held phase by phase at various
places in the organization and practically explaining the systems at workplace in developing
and managing human resources and the organization. Organizational meetings and
discussions were also attended, informal gatherings were observed and all the ways and
means of such practice and systems in relation to CEO & organization ethos were keenly
observed. At each stage of discussion, it was actual participant and observation of
functioning of the system with CEO that was undertaken. The results based on discussion
with CEO are presented verbatim and as many as twenty-five odd enquiries were put to test
reflecting empowerment culture.
Fig No 02: The mode of Data collection from CEO / MD
Observed the
system
Discussion with
CEO
System/
Practices
interface
Case by case
discussion
Pooling all
responses in
presence of all
Pooling all
responses in
presence of all
Back to
CEO
A) An in-formal observation over a period of time was done phase by phase
B) Discussion with CEO was done formally at one-one level
C) The opinions of CEO and system match was interfaced
D) All the collected data of CEO through opinions were observed, verified case by case
with each employees
E) The opinions / views of employees were put back to CEO / MD for discussion, and
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Observed the
system
Discussion with
CEO
System/
Practices
interface
Case by case
discussion
Back to
CEO

11. F) Entire system was observed in its fullest scope while pooling all the opinions in the
presence of all. A series of meetings were held.
The uniqueness of data collection in present study was the pooling of all the responses of
respondents at one place and allowing each to express their views on the system and
practices in presence of each other and the CEO. It is quite obvious that responses usually
tend to differ in presence of Management and this was taken care of. This was, however, to
know the facts and get a clear picture of the system and practices and not otherwise cross
examining and finding the faults. This was also possible to have such pooling because of the
empowering environment & culture that exists in the organization and at the same time,
everyone understanding the spirit of enquiry.
Mode of Data Collection:
Personal discussions, interviews with each respondents, group discussions and several
meetings with the concerned employees personally at various places like work-place (temple
of ethics), recreational hall (temple of health), yoga center (temple of peace), R and D
section, canteen, rest rooms was extensively undertaken. The study injected case-by-case
method for collecting the required information. Frequent and series of visits to each
employee was undertaken phase by phase to illicit opinions on the system and practices. It
was, at one instance, the employee, the manager and the CEO put together, were allowed to
express opinions on the system in presence of each other. The intentions, however, was not
for cross-examining the opinions in presence of one another or verify who is or was true, but,
it was only to know the exact picture from all the angles and thus, "blaming" somebody is
ruled-out. As has been already put forth, a holistic approach is what makes empowerment
work and hence this was the final path followed for final data collection. At each stage, care
was taken to see that, all relevant facts on the practices were elicited.
Angles of Enquiry:
Very many empowerment angles were identified and factors such as understanding the
system of accountability within the organization, attitude development processes, mode
adopted for career planning, communication process adopted, decision making process,
delegation and shared responsibility, transparent behavior, ethical standards, feed-back
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12. system adopted, methods for information sharing, leadership development at all spheres,
management and organizational ethos practiced, power distribution, climate of politics,
degree of trust and loyalty, team working, employee participation etc were put to test. As
many as fifty core areas with more than 125 enquires were put for examining at length. The
focus of enquiry was on the workplace empowerment practices and the relevance of the
system in the growth and development of the organization. Similar areas were also focused at
the level of CEO.
Sources of data collection:
In the present study, both primary and secondary data are utilized. Primary data was
collected through administering the questionnaire / schedule and participant observation was
undertaken. Meetings were attended, took part in discussions and visited the actual
workplace with the concerned respondent to observe the system and practices. Getting
information through questionnaire and having discussions with each stage by stage were
done at primary level in collection of required information.
Secondary data includes written policy statements, work records, annual reports,
documentations, bulletins, write-ups, procedure charts, instructions, files, case histories, site
maps, follow up reports, suggestions done and field notes were referred at length and
reviewed. All the policy papers related to vision statement, mission set, objectives,
philosophy, guiding principles, code of conduct were referred, reviewed and examined with
the system-practice. To add, all the data was meaningfully related to the objectives of study,
the hypothesis to be tested and what the study tries to find out.
Analysis:
The focus in present study was on the qualitative analysis of the responses and results based
on case-by-case observations. Since, quality and not quantifying the results was focused,
lesser use of statistical analysis has been done. Probably, statistical equations tell less about
the true picture of empowerment practices in such enquiry. However, to test the hypothesis,
ANOVA has been applied in obtaining the F-ratio values. As also, to understand the degree
of responses in relation to organizational practices, the mean and SD value have been put-forth.
As far as CEO data is concerned, various levels of discussions with areas identified
were undertaken from time to time. The results are presented verbatim in a form of question-
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13. answer structures focusing the attention on the quality aspect of CEO’s responses. As many
as 25 odd enquiry areas were identified and have been presented.
Period of Study:
The total span of time utilized to collect actual data for the present study was ten months.
Before the data was collected through administering the questionnaire and formal
observation, a series of pre-observation and discussions were held from time to time over a
period of two years and very many factors were identified and finally put to test after pilot
work was undertaken. Several series of pre-visits also paved way for enquiry in right
direction along with objectives of the study. However, for present study, the actual data was
collected during 2000-2001.
Uniqueness of the Study:
The study has been undertaken to come out with concrete practices for overall enhancement
and development of human resources and organization as a whole through empowering
employees. In fact, developing global standard strategies and practices has been the focus
throughout the study.
o A holistic approach to study empowerment practices in creating high performance
work force has been the core attempt throughout the study.
o Several valid empowering factors have been identified and put to test on five-point
scale, thus, knowing the intensity of such practices.
o It is not only system, which makes an organization and workforce empowered, but,
an attempt has also been made to know the required essential human traits that are intended
to be proposed.
o There has been an attempt made to draw up theories, model development and how
such system should be practiced at macro level. The model specifies the priority area of
instituting empowerment practices step by step.
o How to create a challenging, satisfying work environment and strategies for high
performance work force.
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14. o We could identify which work place culture actually worked. In other words, we
could conclude that improving on specific practices guarantees a company’s superior
performance and that fumbling at those practices is bound to worsen performance.
o An attempt has been made to utilize the results of the study on a larger canvas, where
Individual, Organization, Academic and Research Institute could be benefited.
o Besides identifying the Management practices that can significantly affect a
company’s performance, we’ve developed a list of leadership behavior that supports
excellence in each practice.
Limitations of the Study:
While, the study has made all attempts to demystifying employee empowerment, there are
drawbacks and limitations in the study, which requires a separate discussion and is beyond
the scope of the work.
a) The work pertains to PPL, an engineering based organization..
b) An attempt was done to illicit responses from the employees, who left the
organization, but could not do it. They could have been the potential respondents.
c) Since, all the respondent employees were male, generalization as to how people differ
in gender and perception of empowerment is limited.
d) Pilot study paved way to extend the enquiry for family members of the employees.
This was not possible for the reasons beyond explanation in Indian context.
The Reference and Bibliography design:
The studied reported all the reference which was part of literature search for the study. Such
literature sources includes: Papers; Research papers; PhD level work; Case study; workshop
proceedings; Global Surveys; Cross Cultural Study Reports; Annual reports; Books;
Foundation for Enterprise Development and Beyster Institute for Entrepreneurial Employee
Ownership Reports, Research work and proceedings; Working papers; Management Review
reports; Harvard Management Update; Papers from Harvard Business Review; Presentation
at the Academy of Management Annual Meeting; and the like
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15. Annexure: Try mentioning the annexure that the thesis work may have, mainly the
questionnaire; Company profile; Video clippings; snap shots; data sheet (coding, if at all);
Interview schedule; Live Interview.
Infact, the present study also used the video graph of the CEO interview appears in the paper
entitled: Demystifying empowered leadership: A CEOs Experiment in developing high
performance workplace culture, which formed part of annexure.
Concluding Remark:
The organisation is in the process of creating global systems that serve the mission and vision
and incredible things happen and this is how empowerment and empowering employees has
been created at work place in the organisation. The other prime reason why the organisation
has been able to create such an empowerment climate is the leader and the leadership.
Because, is the drum major leading the band or just walking in front of it? signifies the
success of the system. Quite true how important it is to have a leader for the organisation to
excel has been clearly demonstrated. The leader with the vision and mission can turn the very
face of organisation and great strides can be achieved as has been in the organisation under
the preview of the study. The leader, who motivates, inspires and makes one realize is the
true leader, which has widely reflected in PPL organisation. Without employee’s realization
of the organisation existence, one can’t empower employees.
It should also be noted that, empowerment and empowering employees is a holist
approach and all the systems, practices, people, leadership, culture, ethos, policies and
principles should together join hands in working at it. If a single element in this entire system
is missing, empowerment can hardly be practiced and organisational development will be
defective. Today, employees at every level expect to be treated as valued members of their
organisation. They seek responsibility and look for independent decisions in the affairs of
organisation. They also seek power for better organisational deeds. As also, the organization
has been meeting global standard in terms of all its systems and products. The vision of the
leader has paved the way for an introduction of all these. They are now paying dividends.
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16. The leader has introduced the system and has been instrumental in inspiring the employees to
view their growth through these systems. A factory within the factory has emerged.
The experiment has come a long way. Today the results of such efforts are
also far reaching. The organisation can safely boast of having highly motivated and
committed workforce. It has a creative and innovative approach in place; it has employees
who handle their responsibilities professionally and have the inherent capability to take
independent decisions; a low employee turnover; less absenteeism; a disciplined and
confident workforce with open and transparent behavior. The industrial climate is also free
from disputes. These are all because of the empowerment practices the organisation
initiated. All these practices make for the good image the organisation carries today in the
market, while enjoys the reputation of high ethical organisation.
But, one thing is clear. At this particular time in history, with thousands of our major
organisations facing global challenges and some even unable to cope in managing to the
extent needed, it is little wonder that organisational anxiety about future will be much wide
spread in our country in the days to come. Experts and the observations in study leads to
conclude that organisation must foster Empowerment or become extinct. We are likely to see
more efforts of empowerment in the future. I am put at end by stating, “there is nothing
Indian Organisations need more at this moment than a true RENAISSANCE strategy
towards human resource development and management at every level”. Empowerment and
empowering employees in organization is the answer.
End Note…The Issues
Empowerment systems at workplace are an important contribution to organizational
effectiveness and growth. It is mental and emotional involvement of employees that
encourages them to contribute to goals by sharing equal responsibility. It has numerous
limitations, but, when its pre-requisites are met and the amount and type used reasonably fit
the situation, it offers potential for higher productivity, greater job satisfaction, constant
growth, continuous improvement and other innumerable long-term benefits. The importance
of present study, therefore, lies in exploring the present situation and finding future avenues
for such practice on macro level. A structure, procedure, institutional framework for such
empowering practice requires a careful and balanced study. The present study answers
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17. several questions in creating a World Class Organization, a High Performing Workforce and
crystallizing the reasons as to “why top” performing companies are different.
References:
1. Argyris, Chris [1998]: “Empowerment: The Emperor’s new Clothes”, Harvard
Business Review, May – June, Pp: 98-105
2. Bagali, M M & Chachadi, A H [1999]: “Managing HR: Developing Need Based
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high performance Organization”, Haryana Labour Journal, XXXI(4),Oct-Dec,Pp: 5-
15
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High Performance Work Force” , XLRI-Management & Labour Studies,26(2)
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for Enterprise Development, Research Centre, USA
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9. Foster, S T (1992): Bridging the Participation gap; Foundation for Enterprise
Development, Research Centre, USA
10. Gates, J R (1995): Leadership in an Ownership Environment; Foundation for
Enterprise Development, Research Centre, USA
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18. 11. Hewitt Associates Research (1998) : Unleash the Power of Employee Ownership,
Foundation for Enterprise Development, Research Centre, USA
12. Hoerr, Tim (1998): A new (old) paradigm of High Performance; Foundation for
Enterprise Development, Research Centre, USA
13. Jawahar, P D (1998): “Empowerment Revisited ’’, Personal Today, Oct-Dec, Pp: 37-
40
14. Kanter, Rosabeth Moss [1995]: World Class: Thriving locally in the Global economy;
Touch-stone Rockefeller Centre, NY
15. Kardas,P., Paul,S., Gorm,W., & Gale, K (1993) : State Employee Ownership
Program ; Washington State Dept of Community Development,USA
16. Lawler, E E and Bowen, D E (1995): “Empowering Service Employees”, Sloan
Management Review, Summer, Pp: 73-84
17. Mackin, C and Rodgers, L (1996) “How well is Ownership Working? Measuring an
Ownership culture; Foundation for Enterprise Development, USA
18. Mahapatra, N.C (1997): “The Empowered Manager ”, Personal Today, XVIII (3), Pp:
19-21
19. Marty ONeill, (1999): Empowerment through Ownership; Foundation for Enterprise
Development, Research Centre, USA
20. Mellinger, D (1998): Empowerment through Ownership; Foundation for Enterprise
Development, Research Centre, USA
21. Perry, William (1992): Employee Ownership: A Competitive Advantage; Foundation
for Enterprise Development, Research Centre, USA
22. Pierce, J L., Stephem, A R., Susan, M (1991): “Employee Ownership: A Conceptual
Model of Process and Effects”, Academy of Management Review, 16(1), Pp: 127-128
23. Quarrey, M (1992): Empowering Employee through Information Sharing; Foundation
for Enterprise Development, Research Centre, USA
18

19. 24. Reynolds, M (1999): Ownership Philosophy as part of Employee Empowerment;
Foundation for Enterprise Development, Research Centre, USA
25. Rosen, R (1993): Healthy Companies and Healthy Leaders: Foundation for Enterprise
Development, Research Centre, USA
26. Rothstein, L R [1995]: “The Empowerment effort that came Undone”, Harvard
Business Review, Jan-Feb, Pp: 20-31
27. Singh, R.D (1998): “ Empowering Oneself ”, Productivity News, Sep-Oct, Pp: 2-5
28. Smilor, R (1996): Leadership in an Entrepreneurial Company: Centre for
Entrepreneurial Leadership, Research Centre, USA
29. Whittlesey, F.E (1998): Building a Workforce of Owners; Foundation for Enterprise
Development, Research Centre, USA
19

20. Annexure No: 1: Some Sample Questions included for Employee Reponses:
1. Each are accountable for their action & can’t blame others
2. All information is open and shared
3. Honesty & truthfulness is the only policy in organ
4. They encourage working in team
5. People are allowed to take risk here
6. Gossip is the way of life
7. New ideas are often dismissed
8. The organization makes you insecure sometimes
10 We need direction, supervision & guidance at each stage/step
11. I am made part of organization & take part in organization development process
11. I can healthy criticize the boss, if I feel so
12. I know each work, job & what one is doing in organization
13. Few only are honest in organization
14. Each is boss in himself
15. Most people are conservative & not open
16. Everything is not negotiable here & some matters are rigid
17. I am paid just to work
18. There is red tapesim & more bureaucracy
19. I know who appraise me
20. Common rooms are shared.
21. I stay back beyond my work time limit
22. I am involved in Organization strategy preparation
23. I can permit visitors, if I feel so, without any ones consent
24. There is restriction for participation in all activities
25. Suggestions are done regularly and honestly
26. We are free to suggest improvements to boss Without fear
27. Selecting of suggestions are subjective
28. Rejected suggestions are explained due reasons there off
29. I am been trusted in Organization
30. Some have hidden agendas
(A total of 125 questions with 30 Main areas were put to test)
20

21. Annexure No: 2: Some Sample Questions included for CEO Reponses:
· What is your definition of Empowerment?
· What type of culture required for empowerment practices?
· What are the traits that need to be developed in employees?
· How to create an Empowerment culture and strategies in Organisation( the steps
involved) ?
· The area (scope) of Empowerment practices (the boundaries to be defined)
· What is the out-come of Empowerment (How to measure the after-math of such
practices)?
· What is not Empowerment?
· How should the CEO and the leadership be, viz: style, traits and characteristics?
· What should be the policies of organisation?
· How committed are your employees
· What are the training and development programme in area of Empowerment
subject be focused (Can training be given to understand the system, if so, how)?
· Does Empowerment in organisation have any relation between atmospheres at
home? Is there a co-relation between work place empowerment practices and
atmosphere at home?
· What should be the degree of freedom in an empowered organisation?
· What is open door policy and how is it practiced in PPL?
· What type of leadership exists in PPL, which reflect empowerment practices?
· What are Ethical Management and the relation with Empowerment (share the
experience at PPL)?
· How to develop Human Resources and Organisation in the present Millennium
through Employee Empowerment, per se?
21

22. Annexure No: 3: Section wise Question focused for Employee category
1. Accountability
2. Belief/Trust/
3. Bureaucracy
4. Career planning
5. Culture
6. Customer Satisfaction
7. Decision Making
8. Encouragement
9. Ethos
10. Feedback
11. Freedom
12. Leadership
13. Learning Organisation
14. Loyalty
15. Management Style
16. Meeting
17. Ownership Culture
18. Participation
19. Policy
20. Politics
21. Recognition
22. Relationship
23. Responsibility
24. Self Esteem
25. Suggestion
26. Suggestion box
27. Team
28. Transparent
22

23. 29. Treatment
30. TQM
31. QWL/QWL/QWL
32. Values
Annexure No: 4: Section wise Question focused for CEO level
1. Belief System
2. Creativity
3. Commitment
4. Confidence building
5. Dedication
6. Communication
7. Development
8. Discipline
9. EGO
10. Ethics
11. Honest
12. Industrial Democracy
13. Insecurity
14. Knowledge Sharing
15. Mind Set
16. Organizational Health
17. Power Distribution
18. Perception
19. Respect to Individual
20. Structure
21. Total Quality People
23

24. The Results of designing such methodology for Management Research
Table No.1
The Respondents Target Group at PPL
Sl No Levels Total Employees Responded % of Responses *
1 CEO 01 01
2 Managers 07 06 10
3 Engineers 06 06 10
4 Software experts 02 02 03
5 Administration 09 06 10
6 Supportive 04 02 03
7 Highly skilled 05 05 08
8 Skilled 18 16 26
9 Semi skilled 19 16 26
10 Unskilled 02 00 --
11 Trainee 01 01 01
Total 73(1) 60(1) 100
* Fractions are excluded in % calculation
24

25. Table No.2
The Demographic details of the respondents
Demographic details No of Employees % of Responses
Department
Administration 06 10
Assembly 08 13
Manufacturing 33 55
Workshops 06 10
Packing 03 05
R and D 04 06
60 100
Age group
<30 25 41.7
30-39 25 41.7
40 + 10 16.7
60 100
Education levelU
pto SSLC/10th 24 40.0
PU/BA/BSc 20 33.3
PG/Engg/Dip 16 26.7
60 100
Years of Experience
< 10 years 33 55.0
10+ years 27 45.0
60 100
25

26. Exhibit No. 1
The model of prioritizing the areas for employee empowerment
26
Without trust,
You can’t delegate
Without delegating power,
you can’t share
responsibility
Without sharing
responsibility, you cannot
share authority
Without sharing authority,
you cannot give power
Without power distribution,
no one is held accountable
Without accountability, none
can share the success
Without success, you cannot
create a business

27. Exhibit No. 2
Workplace culture and Institutional Values of PPL♣
· Freedom to do work in One’s own way
· No Supervision/ Foreman
· No Bureaucracy and Administration interference
· No Red-tapism
· High Value to Human
· Sharing Common Platform
· Trusting each persons actions
· Each one is encouraged
· No restrictions for new inventions
· One can fail, no punishment
Exhibit No. 3
Areas of Empowerment practiced at PPL♣
· Complete Freedom
· Total Transparency
· Keeping Faith
· Full Responsibility
· Accountability for ones actions
· Freedom / Liberty to decide course of actions
· Involvement / Participation
· Transparent feedback
· Shared Responsible
· Delegated authority
· No hidden Agenda
· Complete Autonomy
· Power to take decisions
27

28. Exhibit No. 4
Traits Visible and Personal Characteristics of PPL Employees
· Openness and Transparent
· Positive approach
· No defined mindset
· Empathy
· Free from bias
· No scapegoat attitude/ behavior
· High Commitment
· Practical approach
· Disciplined
· Trustworthiness
· Visionary
· Enjoys the work
· Loyal and Truthful
♣ Based on the experience and responses of CEO
Exhibit No. 5
Outcome of Empowerment at PPL♣
· High Productivity
· Consistent Growth
· Nil Employee Turnover
· High Level of Job satisfaction
· NO Industrial Relation problems
· No Conflicts/ Disputes
· Intrinsic Satisfaction
· Seeks Outright Responsibility
· Is with the organization
· Works that Extra miles
· Accepts out-right responsibility
28

29. Exhibit No. 6
Definition on Workplace Systems of PPL
Conventional PPL
 Do what is told Do what is required
 Liberty misused Liberty made use to fullest extent
 Not my job attitude It is everyone's job
 Commitment level low High commitment due to system
 Less ethical High ethical standards
 Lack of scope for improvement Wide scope for improvement
 Various committees / councils Never a designated committee / councils
 Less trust Trust is core
 Supervised work No Supervision
 Freedom restricted More freedom enjoyed
 Restricted behavior Transparent behavior
Exhibit No. 7
Employees viewing CEO Traits as a Leader
Respects all
Open communicator
Sincere
Accepts criticism
Encourages at all times
Result oriented
Motivates and Inspires
Participative
Human Resource oriented
Visionary
29

30. ♣ Based on the experience and responses of Employees
30