| Abstract: | Frontal assaults (e. g., training, team building, strategic planning) on organizational dysfunctions have been a staple of performance technology. A newly popular stratagem—-employee empowerment—-seeks to address dysfunctions by vesting more organizational power with the individual employee. This usually means that the manager and employee set specific and measurable mutual goals that require the manager to relinquish measurement processes and tools to the employee and then hold the employee accountable for quality, customer satisfaction, etc. However, managers may be loath to give up their traditional areas of control, while employees may be unaccustomed to assuming responsibilities of management. Therefore, around and between the more formal strategies for employee empowerment, the performance technologist needs to consider tactics beyond those of conventional organization development. |
