In management, the current era is the era of Human Resource Development and employee involvement. The modern approach to management ensures employee involvement and empowerment. Employees and management admit that many obstacles to achieve organizational goals can be overcome by employees themselves if they are provided the necessary tools and authority to do so. There is a direct relationship between the concept of employee involvement and employee empowerment and organizational growth and development. The present study is an attempt to explore the impact and relationship between the HRD climate, empowerment and organizational citizenship behavior in private and government organizations.
HRD is a continuous and dynamic process in organizations. Dynamic people can build dynamic organizations. HRD has multiple goals. These include employee competency development, employee motivation and organizational climate development. Empowerment means creating an environment in which employees receive more authority for accomplishment of their work tasks in exchange for accepting responsibility for work outcomes. Empowerment refers to "the process of gaining influence over events and outcomes of importance to an individual or group".Organization Citizenship Behavior (OCB) is defined as contribution by the employees towards their work group for which there is no concrete immediate reward. This study is an attempt to see the impact of HRD climate on empowerment and OCB.
In a competitive environment in which organizations must be faster, learner, provide better service, be more efficient and ultimately more profitable, an empowered and proactive workforce is thought to be essential [Block, 1987; Bowen and Lawler, 1992 and Fulford and Enz, 1995; Sparrowe, 1995] whether people feel empowered can have consequences for individuals and organizations. Perceptions of empowerment can enhance the value of work for empowerment can enhance the value of work for individuals, increase job satisfaction and contribute to work productivity and success. Empowerment has been shown to effect managerial and organizational effectiveness [Spreitzer, 1995] and it is presently recognized as one means by which managers can effectively manage today's organizations, which are characterized by a greater variety of influence channels, a growing reliance on horizontal structures and peer network, a blurred distinction between managers and workers and a diminished attachment of employees to organizations [Kantu, 1989; Pfeffer, 1994]. Empowerment is also viewed as a significant prerequisite to developing trust in organization [Barner, 1981; Culbert and Macdough, 1986; Navran, 1992]. |
