The Psychology of Employee Empowerment

Dr Rozana Ahmad Huq is an Organisational Behaviourist. She achieved her PhD from Queen’s University Management School Belfast, UK. She lectured at the same University on BBA, MBA, MSSc courses and Strategy and Leadership Programme in Social Work. Her teaching subjects include Organisational Behaviour, Leadership, Employee Empowerment, Managing Change and Total Quality Management (TQM). Dr Huq, runs her own management and training company, RHM Training. She has wide experience in teaching, training and providing services as an educational consultant, board director, lecturer and workshop facilitator. She also delivers one-to-one leadership development sessions to leaders and chief executives, locally and internationally. Dr Huq has published journal articles, conference papers and books on employee empowerment. She has made a notable contribution to knowledge about employee empowerment. Dr Huq was appointed a Non-Executive Director of an NHS hospital in the UK; she was also Chair of the Arts Care Committee at the same hospital. She has given her time voluntarily to many projects. She has been a member of organisations in different capacities, from Chair to Committee Member, to name a few, such as, Bryson House, Community Development and Health Network, Health Promotion Agency, Patient's Forum, Multi-Cultural Resource Centre and UK Public Health Alliance. Dr Huq was invited to meet her Majesty, Queen Elizabeth II, in recognition of her contribution to education and work in the community.

Contents: Prologue. Part I What is Employee Empowerment About?: Concept of employee empowerment in the management literature; The debate: why empower and why not? Part II What Does Social Work Have to Do with It?: Concept of empowerment in social work; Knowledge drawn from social work literature. Part III What Does Psychology Have to Do with It?: Psychological implications; Psychological empowerment. Part IV From Boardroom to Factory Floor: ’Let the Data Speak!’: Employee empowerment: experiences of two organisations; Psychological impact: expectations and outcomes. Part V Does it Deliver?: The story unfolded; What does it actually deliver? Part VI Changing Role of Leaders: De-skilling and re-skilling. Part VII Huq’s Model of Employee Empowerment: Call for a ’corrective response’ : Huq’s Model of Employee Empowerment. Epilogue; Bibliography; Index.