How do people become empowered? A case study of union activists

Michelle Kaminski, Jeffrey S. Kaufman, Robin Graubarth, Thomas G. Robins

Human Relations · 2000 · Volume 53 · Issue 10

Abstract

Many organizations are interested in empowerment, believing that empowered workers will be more effective in reaching their goals. What does it mean to be empowered, and how do people achieve this state? Using qualitative data, we applied the developmental model proposed by Kieffer to a sample of 14 worker-trainers. We found that Kieffer's model worked well with this sample, with some modification. One is that workers did not have to feel personally threatened in order to become activists, as did Kieffer's original sample. A second is that not all workers followed the four stages in the order proposed. Our data also suggested that worker-trainers who had reached a more advanced stage of empowerment were more successful at their task. Finally, based on the model, we also highlight ways to design interventions to help people further develop their stage of empowerment.

Keywords

empowerment, mentors, task performance, worker-trainers

Enable JavaScript for citation tools and additional paper interactions.