tailieunhanh - LEAN ACCOUNTING BEST PRACTICES FOR SUSTAINABLE INTEGRATIONE phần 5

Có trách nhiệm, ý thức sở hữu, sự hài lòng trong những thành tựu, quyền lực hơn những gì và cách làm việc, công nhận cho những ý tưởng của họ, và biết rằng họ quan trọng đối với tổ chức" 11 hợp lại, những định nghĩa này cung cấp một rất phức tạp xem của quyền lực và ảnh hưởng của nó trên hiệu suất của nhân viên. Ngoài việc cho nhân viên cơ quan để đưa ra quyết định, quyết định của họ phải được thực hiện với cảnh báo trước những kết quả có khả năng, và. | 104 Lean Accounting Have responsibility a sense of ownership satisfaction in accomplishments power over what and how things are done recognition for their ideas and the knowledge that they are important to the organization. 11 Taken together these definitions offer a very complex view of empowerment and its impact on employee performance. Beyond giving employees the authority to make decisions their decision must be made with forewarning of the likely outcomes and employees must feel that their informed decisions will benefit the entire enterprise. This means that the employees must feel satisfied that they are consistently instrumental in making decisions that impact the success of the whole enterprise. Empowering employees suddenly looks more and more like a very big job But let s break it down. Bradley Kirkman and Benson Rosen12 do just that. They offer a framework for considering the complexities of the empowerment process and a definition of empowerment with four key dimensions. a Employees Who Believe in Their Competencies First employees need to believe that they can be effective in performing tasks and reaching their goals. The bottom line is that higher employee competence and skills lead to better decision processes and ultimately to decisions that move the enterprise forward. Employee competence and skills are inextricably tied to performance. When a team tackles a problem team members consciously and unconsciously take inventory of each other s skills and experience to determine whether the team has the critical skill set to accomplish the job. Team member confidence increases when the team collectively perceives that it has all the necessary skills. However confidence plummets if the team is missing crucial experience or a critical skill. By the same token team members also look outside the team for ways that the enterprise can support their perceived needs. Support may take the form of access to information supervisory encouragement resources and .