This article summarizes the results of a project designed and implemented by a cross-sectional design team of employees of a local government agency. We compare the project design to criteria associated with employee empowerment programs and action research models. Finally, we compare the outcomes of the project with important components of employee empowerment. The purpose of this article is to highlight how one such project was implemented in a field setting, and review what was learned by the participants regarding how management and employees can work more effectively together on issues of strategic importance to the organization. Both the process and the outcomes of this project illustrate important lessons with implications for future research and practice in this area.
"Employee empowerment, action research and
organizational change: a case study,"
Organization Management Journal: Vol. 6:
1, Article 4.
Available at: https://scholarship.shu.edu/omj/vol6/iss1/4