Critical Review on Power in Organization: Empowerment in Human Resource Development

Abstract

This study aims to analyze current practices, discuss about empowerment from theoretical perspectives on power in organization, and suggest the empowerment model based on organizational culture and the role of HRD. By reviewing Classical viewpoint of power, Luke’s three-dimensional power and Foucault’s disciplinary power, we discussed power and empowerment in organizational contexts. Power in organization can be conceptualized based on classical view, Foucault and critical view and Lukes’ three dimensional power. True employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into two folds: (a) enhancing motivation and commitment in terms of psychological empowerment and,(b) bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment. HRD needs to assess meaning of the power critically in particular contexts (Morrell & Wilkinson, 2002) before planning and implementing specific training and development (T&D) interventions for performance improvement and/or organization development (OD) interventions for innovation. This study attempts to review, analyze, and discuss issues regarding employee empowerment from human resource development (HRD) perspectives. Implications for the roles of HRD and empowerment model are proposed.