Edwards, Paul and Collinson, Margaret (2002) Empowerment and managerial labor strategies - Pragmatism regained. WORK AND OCCUPATIONS, 29 (3). pp. 272-299. doi:10.1177/0730888402029003002

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Abstract

Hopes that senior managers attach to programs of empowerment are often dashed in practice. Yet. little research has been conducted into whether lower level managers embrace the language of empowerment, and if not, how they view efforts to develop employee commitment Case study research in six named organizations in the United Kingdom reveals that managers did not use the term empowerment and that they distinguished its claims to give substantial freedom to employees from more meaningful concepts such as autonomy and involvement. Empowerment meant little because of the financial and other constraints on autonomy, whereas more specific efforts to improve involvement had clear effects on employee behavior The language of empowerment is not used to mislead workers and hence theories that see empowerment as an insidious form of labor control are not sustained.

Item Type:	Journal Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HM Sociology
Divisions:	Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	WORK AND OCCUPATIONS
Publisher:	Sage Publications Ltd
ISSN:	0730-8884
Official Date:	August 2002
Dates:	Date Event August 2002 Published
Volume:	29
Number:	3
Number of Pages:	28
Page Range:	pp. 272-299
DOI:	10.1177/0730888402029003002
Status:	Peer Reviewed
Publication Status:	Published

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