通过培养有能力的领导者和公司来提高员工绩效

Q2 Social Sciences
Bradley L Kirkman, Gilad Chen, J. Mathieu
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引用次数: 0

摘要

几十年来,授权一直是许多公司的流行语,研究表明,授权可以提高个人、团队和公司的绩效。然而,在实践中,赋权计划经常失败。制定这些项目的人往往对什么是赋权有着狭隘的理解,这种有限的观点可能有助于解释失败的原因。根据几十年的组织科学研究,我们提供了一个更有用、更有力的授权定义,并描述了公司领导人和其他员工在授权举措的道路上可能遇到的障碍。然后,我们提供了经验驱动的、实用的建议,以克服障碍,并以其他方式增强员工赋权,例如让领导者树立赋权模式,改变公司氛围,使其与更具赋权性的政策和程序保持一致。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Improving employee performance by developing empowering leaders & companies
Empowerment has been a buzzword in many companies for decades, and research shows that empowerment enhances individual, team, and company performance. In practice, though, empowerment programs often fail. People who institute the programs frequently have a narrow understanding of what empowerment is, and this limited view probably helps to account for the failures. Drawing on several decades of organizational-science research, we provide a more useful, robust definition of empowerment and describe obstacles that company leaders and other employees can throw in the path of empowerment initiatives. We then provide empirically driven, practical recommendations for overcoming the obstacles and for otherwise enhancing employee empowerment, such as having leaders model empowerment and changing the company climate to align with more empowering policies and procedures.
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来源期刊
Behavioral Science and Policy
Behavioral Science and Policy Social Sciences-Development
CiteScore
4.50
自引率
0.00%
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