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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/document/177 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/document/177 http://eprints.org/relation/ismediumThumbnailVersionOf https://vuir.vu.edu.au/id/document/177 112126 2 2556978 document 112126 small.jpg image/png 2c8ea5dd21dd7c0636860cb3afe38290 MD5 1860 2023-12-17 13:11:14 https://vuir.vu.edu.au/149/6/small.jpg 149 6 6 image/png other Thumbnails conversion from text to thumbnail_small en public

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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/document/177 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/document/177 http://eprints.org/relation/issmallThumbnailVersionOf https://vuir.vu.edu.au/id/document/177 archive 34 disk0/00/00/01/49 2007-06-04 2021-08-27 07:38:45 2008-08-19 19:02:12 monograph show McWilliams Alan McWilliams, Alan pub 350000 FOR_2008_150300 Management empowerment; power; effective; efficient; management approach The idea of empowering employees so that they may be more effective and efficient, form a stronger bond of commitment to the organisation, or take a greater level of responsibility for quality assurance is a recurrent theme. The relevant literature presents no consistently used definition of empowerment and some writers do not provide a definition, preferring instead to use the term in a 'taken for granted' way. The term empowerment is used in a broad range of management approaches and discussions of the employment relationship; this ubiquitous nature has rendered the understanding of empowerment unclear. This paper will provide clarity to the understanding of empowerment by outlining some of the ways that empowerment has been discussed and from those discussions develop a typology of empowerment. 2003-12 published Victoria University public working_paper Melbourne, Australia 14 Victoria University School of Management Includes bibliographical references: pp.13-14 FALSE