Self-esteem can be significantly affected by the messages received from superiors and other coworkers, the work and life systems to which an individual is exposed, and feelings of efficacy and competence derived from one's personal experiences. This article offers insights about this concept and identifies factors to deal with it.
Uncertainty, fierce competition and chaotic conditions are the realities of today's environment. As a result, many organizations have been subjected to a dramatic change through a high involvement work system. This approach typically involves some form of empowerment and workplace democracy. Sample programs for achieving high involvement include job enlargement and enrichment, quality control circles, quality of worklife programs, joint labor-management committees, total quality management programs, employee ownership plans and/or self-managing teams. Each of these, in its own way, has generally produced a positive impact upon organizations through enhanced outcomes at the individual and organizational levels.
High involvement work systems can only succeed, if employees are willing to release their potential energies by focusing them on relevant tasks and exercise substantial degrees of self-direction and self-control. Unfortunately, many organizations undergoing a change from the traditional model to the high involvement model find that their employees are not immediately capable of acting autonomously and responsibly. |
