The Case For A Three Dimensional Employee Empowerment Model Part 4
Implementing the Third Dimension the Employee-Driven Self-efficacy Component
The power behind the three dimensional model is supplementing the traditional employer-driven process with the employee-driven process. So, as employees, how do we modify our behavior to become more empowered?
How do we increase our self-efficacy as it relates to behaving in an empowered manner? The typical behavior modification model consists of five steps and is based in cognitive and behavioral theory.
Awareness and acceptance that we need to change
Determine effective self-motivation techniques
Identifying the behaviors you want to change
Substitute new behaviors for old
Reinforce new behaviors
1.Awareness and acceptance that we need to change
Before we can increase our self-efficacy relative to our feelings of empowerment, or any other behavior, we must become aware that an undesirable behavior exists and accept that we need to change that behavior. This personal awareness can result from the feedback of trusted family members, work colleagues and friends, self-assessment instrument results or other trusted objective sources.
2.Determine effective self-motivation techniques
Once we realize we want to change, we must identify and employ the motivational techniques that are most effective for us. They will vary from person-to-person and may include; recognition, the challenge itself, financial reward, determination not to fail or a myriad of other factors.
Bandura identified four sources of self-efficacy that are also sources of motivation.
Social Modeling
When we observe others who are similar to ourselves succeed at a task we previously felt was unattainable, we are also motivated to succeed. For example, until the first sub-four minute mile was run, conventional wisdom among the athletic and scientific communities said it could not be done. After Roger Bannister completed the task in 1954, several runners followed suit. Banduras social cognitive theory emphasizes the role of observational learning and social experience. When employees observe others behaving in an empowered fashion and the benefits derived thereof, they are more motivated to behave in a similar manner.
Social Persuasion
Social persuasion as a source of self-efficacy and motivation asserts employees can be persuaded to believe that they have the ability to succeed in a specific situation. A big part of the Marines training and motivation is to persuade, some would say brainwash, recruits to believe they are ultimate fighting machine! Supervisors, mentors, trainers, coaches and employees are well positioned to persuade employees of their self-empowerment abilities.
Psychological Responses
An employees emotional response to situations can significantly influence their feelings of self-efficacy in that situation. If an employee wants to behave in a more empowered manner and one of their psychological responses to taking risks (a key empowerment behavior) is avoidance, their empowerment self-efficacy will be low because empowerment behavior requires taking risks.
Mastery Experiences
Once we substitute new behaviors that are consistent with empowerment for old behaviors that are not, those behaviors should be practiced until they become second nature. "The most effective way of developing a strong sense of efficacy is through mastery experiences. Each time we perform a behavior successfully, our sense of self-efficacy related to that behavior increases. If we choose to understand and practice specific empowerment behaviors, we will become more confident in our ability to act in an empowered manner and others will see us in the same light.
3.Identifying the behaviors you want to change
It is not enough to affirm that we want to behave in a more empowered way, we need to identify specifically what those behaviors look like? Through our self-awareness process we have identified our behaviors. In this step we need to determine which of our specific behaviors are reinforcing and undermining of our empowerment behavior.
4.Substitute New Behaviors for Old
We can choose to empower ourselves by substituting our behaviors that undermine others perceptions of us as empowered individuals, with empowerment reinforcing behaviors. Initially, it will feel awkward and unnatural but the more we practice the reinforcing behaviors, the more the behaviors will become second-nature.
5.Reinforce new behaviors
Practicing the new empowerment behaviors are an important component of becoming a more empowered person. Other reinforcing techniques include:
Making others aware that you are modifying specific behaviors and ask for their help by providing feedback and other constructive criticism
Fully considering the feedback you receive without discounting or rationalizing
Utilize systems and processes that reinforce new behaviors
Over the past several decades, behavioral scientists and psychologists have conducted research that validates the increased efficiency and effectiveness that empowered employees bring to organizations.
Human Resources practitioners and management consultants have assisted organizations to implement employee empowerment initiatives with varying results. The purpose of this article is to introduce and justify a new approach to employee empowerment, when appropriately implemented, will help organizations realize the full potential of their employee empowerment programs.
The power behind the three dimensional model is supplementing the traditional employer-driven process with the employee-driven process. So, as employees, how do we modify our behavior to become more empowered?
How do we increase our self-efficacy as it relates to behaving in an empowered manner? The typical behavior modification model consists of five steps and is based in cognitive and behavioral theory.
Awareness and acceptance that we need to change
Determine effective self-motivation techniques
Identifying the behaviors you want to change
Substitute new behaviors for old
Reinforce new behaviors
1.Awareness and acceptance that we need to change
Before we can increase our self-efficacy relative to our feelings of empowerment, or any other behavior, we must become aware that an undesirable behavior exists and accept that we need to change that behavior. This personal awareness can result from the feedback of trusted family members, work colleagues and friends, self-assessment instrument results or other trusted objective sources.
2.Determine effective self-motivation techniques
Once we realize we want to change, we must identify and employ the motivational techniques that are most effective for us. They will vary from person-to-person and may include; recognition, the challenge itself, financial reward, determination not to fail or a myriad of other factors.
Bandura identified four sources of self-efficacy that are also sources of motivation.
Social Modeling
When we observe others who are similar to ourselves succeed at a task we previously felt was unattainable, we are also motivated to succeed. For example, until the first sub-four minute mile was run, conventional wisdom among the athletic and scientific communities said it could not be done. After Roger Bannister completed the task in 1954, several runners followed suit. Banduras social cognitive theory emphasizes the role of observational learning and social experience. When employees observe others behaving in an empowered fashion and the benefits derived thereof, they are more motivated to behave in a similar manner.
Social Persuasion
Social persuasion as a source of self-efficacy and motivation asserts employees can be persuaded to believe that they have the ability to succeed in a specific situation. A big part of the Marines training and motivation is to persuade, some would say brainwash, recruits to believe they are ultimate fighting machine! Supervisors, mentors, trainers, coaches and employees are well positioned to persuade employees of their self-empowerment abilities.
Psychological Responses
An employees emotional response to situations can significantly influence their feelings of self-efficacy in that situation. If an employee wants to behave in a more empowered manner and one of their psychological responses to taking risks (a key empowerment behavior) is avoidance, their empowerment self-efficacy will be low because empowerment behavior requires taking risks.
Mastery Experiences
Once we substitute new behaviors that are consistent with empowerment for old behaviors that are not, those behaviors should be practiced until they become second nature. "The most effective way of developing a strong sense of efficacy is through mastery experiences. Each time we perform a behavior successfully, our sense of self-efficacy related to that behavior increases. If we choose to understand and practice specific empowerment behaviors, we will become more confident in our ability to act in an empowered manner and others will see us in the same light.
3.Identifying the behaviors you want to change
It is not enough to affirm that we want to behave in a more empowered way, we need to identify specifically what those behaviors look like? Through our self-awareness process we have identified our behaviors. In this step we need to determine which of our specific behaviors are reinforcing and undermining of our empowerment behavior.
4.Substitute New Behaviors for Old
We can choose to empower ourselves by substituting our behaviors that undermine others perceptions of us as empowered individuals, with empowerment reinforcing behaviors. Initially, it will feel awkward and unnatural but the more we practice the reinforcing behaviors, the more the behaviors will become second-nature.
5.Reinforce new behaviors
Practicing the new empowerment behaviors are an important component of becoming a more empowered person. Other reinforcing techniques include:
Making others aware that you are modifying specific behaviors and ask for their help by providing feedback and other constructive criticism
Fully considering the feedback you receive without discounting or rationalizing
Utilize systems and processes that reinforce new behaviors
Over the past several decades, behavioral scientists and psychologists have conducted research that validates the increased efficiency and effectiveness that empowered employees bring to organizations.
Human Resources practitioners and management consultants have assisted organizations to implement employee empowerment initiatives with varying results. The purpose of this article is to introduce and justify a new approach to employee empowerment, when appropriately implemented, will help organizations realize the full potential of their employee empowerment programs.
