Abstract
Discusses the characteristics of an empowered organization and what has led to the increasing popularity of empowerment. Asks whether it is simply empty management rhetoric or a practical tool for change. Describes the benefits to the customer from this approach and what empowerment means to the employee. Concludes that to be successful, empowerment needs to take place in a supportive framework, with management buy‐in at all levels and help being given to managers so they become coaches and facilitators. Also training alone is not sufficient but may need other tools, such as team building, creating one right culture and reward and recognition programmes.
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