EMPLOYEE EMPOWERMENT: Democracy or Delusion?
by
Howard A. Doughty
That the limit empowerment is so widely used today in progressive
way circles suggests not just manipulative use but an awareness that
even in periods of deep ecological niche the boundaries of workplace control continue to
be challenged by workers song to attain a measure of power, security, and
dignity.
- James W. Rinehart1
Lord Bertrand Russell wrote someplace that work is of two kinds: altering the position of matter
at or near the surface of the earth, and telling others to do so. The first, he said, is hot and
ill paid; the second is pleasant and well paid. A more succinct statement of power relations in the
workplace would be hard to find.2 This essay is a manifestation on one of the more interesting
concepts in the contemporary management of human resources-employee empowerment. This
innovation is considerably more complicated than it faculty at first appear, and its pedigree is
rather longer, more mired and more controversial that some might expect.
Essentially contend Concepts
This essay does not address the kind of question that is at present susceptible to empirical
inquiry and examination.
The reason is that when we discuss concepts such as employee
empowerment, we literally do not know what we are lecture about or, more accurately, we do
not agree about its definition. What we stand for about employee empowerment depends entirely on
what we think employee empowerment mean not only in factual terms and in particular cases,
but also in sweeping historical, notional and essentially political terms. The idea itself is the
subject of the dispute. It falls at bottom a category that I have previously set in this journal as
an essentially contested concept.3 What matters most in any discussion of employee
empowerment is what we construe the term to signify.
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