A generic model for effective implementation of empowerment in construction contractor organisations

Abstract

A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Doctor of PhilosophyThis study addresses reengineering of UK construction (contracting) organisations for continuous business improvement, by the use of the concept of empowerment. The In aim of this research is to develop an implementation model, along with a best practice framework, to assist construction organisations in effectively implementing empowerment. This also includes identification of 'efficacy' information and their flow between various business participants (employees). Initial investigations, including literature search and questionnaire survey within leading UK construction and manufacturing companies identified and subsequently confirmed sixty two key empowerment activities attributed to nine major elements. The nine major elements are: leadership; empowerment system; resources development; involvement; education and training; teamwork; process improvement; performance measurement; and recognition. This indicates that the modem empowerment concept is no longer a domain of simply Participation in Decision Making (PDM) and 'delegation of authority. In addition, it includes several areas of the business as above. Analysis of the survey also developed an activity model along with an Empowerment Implementation Profile, using which companies can benchmark their implementation efforts. Having confirmed the basic constructs (elements and activities) of empowerment implementation, three of the major UK construction companies, who had pioneered with empowerment were studied in detail as to how to effectively implement empowerment in construction organisations. Using Structured Data Analysis (SDA) techniques, the current system 's of these three organisations were studied separately and subsequently, a generic model (along with a best practice framework) was developed. Ile SDA techniques also helped to identify and map the flow of efficacy information which is critical in the implementation of empowerment. Case studies also revealed that there has been a correlation between empowerment implementation and Strategic and Operational business performance improvement. Finally, a detailed feasibility study conducted amongst some of the leading construction companies confirmed that the model is technically, economically, and socially feasible to be applied to different types of construction companies