dc.contributor.author | Wilkinson, Adrian | |
dc.date.accessioned | 2016-04-07T07:02:13Z | |
dc.date.available | 2016-04-07T07:02:13Z | |
dc.date.issued | 2005 | |
dc.identifier.issn | 0208-6018 | |
dc.identifier.uri | http://hdl.handle.net/11089/17708 | |
dc.description.abstract | W ciągu ostatnich 20 lat termin empowerment wszedł na stałe do terminologii języka
biznesu. Łączy się z popularnymi obszarami zarządzania, takimi jak: zarządzanie zasobami
ludzkimi, zarządzanie wiedzą, zarządzanie jakością, wiedzą z zakresu reengineeringu i „odchudzonej”
organizacji. Empowerment jest często uważany za rozwiązanie problemów zbiurokratyzowanej,
taylorowskiej organizacji pracy, w której na kreatywność pracownika nie ma
miejsca, a jego wyalienowanie jest codziennością. Jednakże nawet w literaturze przedmiotu nie
ma dość konstruktywnej dyskusji na temat problemów, z jakimi muszą się borykać zarządzający
przy wprowadzaniu zasad empowermentu. Niewiele jest także o warunkach, w jakich ta technika
zarządzania może być z powodzeniem zastosowana. Zakłada się również, że pracownicy z chęcią
podążą nową, liberalną drogą kształtowania ich pracy, a jest to - jak dalej próbuje się
udowodnić - mit. Autor podejmuje także próby obalenia mitu wszechstronności zastosowania
empowermentu, bowiem powszechnie zakłada się, że jest on odpowiedni dla każdej organizacji,
niezależnie od okoliczności. | pl_PL |
dc.description.sponsorship | Zadanie pt. „Digitalizacja i udostępnienie w Cyfrowym Repozytorium Uniwersytetu Łódzkiego kolekcji czasopism naukowych wydawanych przez Uniwersytet Łódzki” nr 885/P-DUN/2014 zostało dofinansowane ze środków MNiSW w ramach działalności upowszechniającej naukę. | pl_PL |
dc.language.iso | en | pl_PL |
dc.publisher | Wydawnictwo Uniwersytetu Łódzkiego | pl_PL |
dc.relation.ispartofseries | Acta Universitatis Lodziensis. Folia Historica;195 | |
dc.title | Empowerment - Myths and Meanings - Organizational Panacea or Poison | pl_PL |
dc.title.alternative | Empowerment - mity i znaczenie - panaceum na problemy organizacyjne czy trucizna? | pl_PL |
dc.type | Article | pl_PL |
dc.rights.holder | © Copyright by Wydawnictwo Uniwersytetu Łódzkiego, Łódź 2005 | pl_PL |
dc.page.number | 241-258 | pl_PL |
dc.contributor.authorAffiliation | Loughborough University Business School, Ashby Road, Loughborough, Leicestershire, LE11 3TU, Tel: 01509 228273, Fax: 01509 223960. | pl_PL |
dc.references | Brannen P. (1983), Authority and Participation in Industry, Batsford, London. | pl_PL |
dc.references | Byman W. (1991), Zapp! The Lightning of Empowerment, Century Business, London. | pl_PL |
dc.references | Collins D. (2000), Management Fads and Buzzwords: Critical-Practical Perspectives, Routledge, London. | pl_PL |
dc.references | Collinson M., Rees C., Edwards P., Inness L. (1998), Involvement but no Empowerment: a case study analysis of quality management and employee relations, “Employment Relations Research”, Series, No. 1, London. | pl_PL |
dc.references | Conger J., Kanungo R. (1988), The Empowerment Process: Integrating Theory and Practice, “Academy of Management Review”, vol. 13, No. 3, p. 471-482. | pl_PL |
dc.references | Denham Lincoln, N., Travers C., Ackers P., Wilkinson A. (2002), The meaning of Empowerment: The interdisciplinary etymology of a new management concept, “International Journal of Management Reviews”, vol. 4, No. 3, p. 271-290. | pl_PL |
dc.references | Drucker P. (1988), The coming of the new organisation, “Harvard Business Review”, January-February, p 45-53. | pl_PL |
dc.references | Dundon, T., Wilkinson A. (2005), Employee Participation, [in:] Contemporary Human Resource Management, eds. T. Redman, A. Wilkinson, Financial Times/Prentice Hall. | pl_PL |
dc.references | Edwards P., Collinson M., Rees C. (1997), The Determinants of Employee Responses to Total Quality Management, Working Paper. | pl_PL |
dc.references | Edwards P., Collinson M., Rees С. (1998), The Determinants of Employee Responses to Total Quality Management, “Organization Studies”, vol. 19, No. 3, p. 449-175. | pl_PL |
dc.references | Fenton-O’Creevy M. (2001), Employee involvement and the middle manager: saboteur or scapegoat?, “Human Resource Management Journal”, vol. 11, No. 1, p. 24-40. | pl_PL |
dc.references | Foy N. (1994), Empowering People at Work, Gower, London. | pl_PL |
dc.references | Fusara P., Miller R. (2002), What Went Wrong at Euroni: Everyone’s Guide to the Largest Bankruptcy in US History, Wiley. | pl_PL |
dc.references | Geary J. (2003), New Forms of Work Organizations: Still Limited, Still Controlled, but still Welcome?, [in:] Industrial Relations: Theory and Practice in Britain, ed. P. Edwards, 2nd Ed., Blackwell, Oxford. | pl_PL |
dc.references | Guest D. (1999), Human Resource Management - the worker's verdict, “Human Resource Management Journal”, vol. 9, No. 3, p. 5. | pl_PL |
dc.references | Hardy C., Leibo-O’Sullivan S. (1998), The power behind empowerment: implications for research and practice, “Human Relations”, vol. 5, No. 4, p. 451-483. | pl_PL |
dc.references | Heller F., Pusić E., Strauss G., Wilpert В. (1998), Organizational Participation, Myth and Reality, Oxford University Press, Oxford. | pl_PL |
dc.references | Hennestad B. (1998), Empowering by de-powering: Towards an HR strategy for realizing the power of empowerment, “International Journal of Human Resource Management”. | pl_PL |
dc.references | Hilmer F. G., Donaldson L. (1996), Management Redeemed: Debunking the Fads that Undermine our Corporations, The Free Press, New York. | pl_PL |
dc.references | Ichniowski C., Kochan T., Levine D., Olsen C., Strauss G. (1996), What Works at Work: Overview and Assessment, “ Industrial Relations”, vol. 35, No. 3, p. 299-333. | pl_PL |
dc.references | Kanter R. M. (1989), The new managerial work, “Harvard Business Review”, November- December, p. 85-92. | pl_PL |
dc.references | Lashley C. (1997), Empowering Service Excellence: Beyond the Quick Fix, Cassell, London. | pl_PL |
dc.references | Lawler E. E. (1996), From the Ground Up, Jossey-Bass, San Francisco. | pl_PL |
dc.references | Lee, Кoh (2001), Is Empowerment really a unique concept?, “International Journal of Human Resource Management”, vol. 12, No. 4, p. 684-695. | pl_PL |
dc.references | Marchington M. (1992), Managing the Team, Blackwell, Oxford. | pl_PL |
dc.references | Marchington M. (1995), Fairy Tales and Magic Wands: New Employment Practices in Perspective, “Employee Relations”, vol. 17, No. 1, p. 51-66. | pl_PL |
dc.references | Marchington M., Wilkinson A. (2005), Direct Participation and Involvement, [in:] Personnel Management, ed. S. Bach, 4th Ed., Blackwell, Oxford. | pl_PL |
dc.references | Marchington M., Wilkinson A., Ackers P., Dundon T. (2001), Management Choice and Employee Voice, Chartered Institute of Personnel and Development, London. | pl_PL |
dc.references | Micklethwait J., Woolridge A. (1996), The Witch Doctors: What the Management Gurus are Saying, Why it Matters and How to Make Sense of it, Heinemann, London. | pl_PL |
dc.references | Mitchell Stewart A. (1994), Empowering People, Pitman, London. | pl_PL |
dc.references | Morrell K., Wilkinson A. (2002), Empowerment: through the smoke and past the mirrors, “Human Resource Development International”, vol. 5, No. 1, March, p. 119-130. | pl_PL |
dc.references | Pateman C. (1970), Participation and Democratic Theory, Cambridge University Press, Cambridge. | pl_PL |
dc.references | Patterson M., West M., Lawthom R., Nickell S. (1997), The Impact of People Management Practices on Business Performance, Institute of Personnel and Development, London. | pl_PL |
dc.references | Peters T. (1989), Thriving on Chaos, Pan. London. | pl_PL |
dc.references | Pfeffer J., Sutton R. (2003), The knowledge-doing gap, Harvard Business School Press, Harvard. | pl_PL |
dc.references | Poole M. (1986), Towards a New Industrial Democracy: Workers Participation in Industry, Routledge and Kegan Paul, London. | pl_PL |
dc.references | Poole M., Lansbury R., Wailes N. (2000), A Comparative Analysis of Developments in Industrial Democracy, “Industrial Relations”, vol. 40, No. 3, p. 490-525. | pl_PL |
dc.references | Procter S., Mueller F. (2000), Teamworking, Macmillan Press, London. | pl_PL |
dc.references | Psoinos A., Smithson S. (2002), Employee empoverment in manufacturing: A study of organisations in the UK, “New Technology, Work and Employment”, vol. 17, No. 2, p. 132-148. | pl_PL |
dc.references | Redman T., Wilkinson A. (2005), Contemporary Human Resource Management, 2nd Ed., Financial Times-Prentice Hall. | pl_PL |
dc.references | Roeber J. (1975), Social Change at Work, Heinemann, London. | pl_PL |
dc.references | Rosenthal P., Hill S., Peccei R. (1997), Checking out service: evaluating excellence, HRM and TQM in retailing, “Work, Employment and Society”, vol. 11, No. 3, p. 481-503. | pl_PL |
dc.references | Schönberger R. (1990), Building a Chain of Customers, Hutchinson Business Books, London. | pl_PL |
dc.references | Semier R. (1989), Managing without Managers, “Harvard Business Review” , September- October, p. 76-84. | pl_PL |
dc.references | Simons R. (1995), Control in an Age of Empowerment, “Harvard Business Review”, March-April, p. 80-88. | pl_PL |
dc.references | Staw В., Epstein S. (2000), What bandwagons bring: Effects of popular management techniques on corporate performance, reputation and CEO pay, “Administrative Science Quarterly”, vol. 45, p. 523-556. | pl_PL |
dc.references | Trist E., Higgin G., Murray H., Pоllосk А. (1963), Organisational Choice: Capabilities of groups at the coalface under changing technologies, Tavistock, London. | pl_PL |
dc.references | Van Outdshoorn M., Thomas L. (1993), A management synopis of empowerment, “Empowerment in Organizations”, vol. 1, No. 1, p. 4-12. | pl_PL |
dc.references | Wall T. D. (2002), Empowerment, “People Management", 25th October. | pl_PL |
dc.references | Walton R. (1985), From Control to Commitment in the Workplace, “Harvard Business Review”, March-April, p. 77-84. | pl_PL |
dc.references | Wilkinson A. (1998), Empowerment: A review and a critique, “Personnel Review”, vol. 27, No. 1, p. 40-56. | pl_PL |
dc.references | Wilkinson A. (2002), Empowerment, [in:] International Encyclopaedia of Business and Management Handbook of Human Resource Management, eds. M. Poole, M. Warner, ITB Press, London, p. 507-517. | pl_PL |
dc.references | Wilkinson A., Willmott H. (1994), Total Quality: Asking Critical Questions, “Academy of Management Review”, vol. 20, No. 4, p. 789-791. | pl_PL |
dc.references | Wilkinson A., Godfrey G., Marchington M. (1997), Bouquets, Brickbats and Blinkers: TQM and Employee Involvement in Context, “Organisation Studies”, vol. 18, No. 5, p. 799-820. | pl_PL |
dc.references | Wilkinson A., Dundon T., Marchington M., Ackers P. (2004), Changing Patterns of Employee Voice, “Journal of Industrial Relations”, (forthcoming). | pl_PL |
dc.references | Wilkinson A., Marchington M., Ackers P., Goodman J. (1993), Refashioning the employment relationship: The experience of a chemical company over the last decade, “Personnel Review”, vol. 22, No. 3, p. 22-38. | pl_PL |
dc.references | Wilkinson A., Redman T., Snape E., Marchington M. (1998), Managing with Total Quality Management: Theory and Practice, Macmillan, London. | pl_PL |
dc.references | Wood S., De Menezes L. (1998), High Commitment Management in the UK, “Human Relations”, vol. 51, p. 485-515. | pl_PL |