Organizational Supporting by Human Empowerment

Abstract

A discussion about a review on Human Resources System (HRS) in workplace has received relatively little attention from organizational behavior researchers. The first of the themes to be addressed concerns the relationship between emotion and rationality. There has been a longstanding bifurcation between the two with emotions labeled in pejorative terms and devalued in matters concerning the workplace.

The form and structure of an organization's human resources system can affect employee motivation levels in several ways. Organizations can adopt various Human Empowerment (HE) practices to enhance employee satisfaction.

Recognizing the importance of human empowerment in achieving flexibility in an international context expands the types of research questions related to the role of human empowerment functions in organizational performance, such as selection of human resources, training, and compensation and performance appraisal.

This paper considers the value of workers as an important intangible asset of an organization. The strategic importance of workers is discussed and their interaction, as an asset, with other important organization assets. The basic methodologies for valuing workers are then explained and their limitations are considered.

A significant finding from this study and own experience is that many issues remain unrecognized for far too long after they are first identified. Valuing intangible assets, in particular workers-related intangibles, is clearly not a straightforward exercise. These values are not as robust as we would hope, it is certainly better to attempt to attribute value to intangible assets than classifying everything as goodwill.

Keywords: human empowerment, organizational performance, management