Increasing worker learning and empowerment by providing quiet time

Abstract

PurposeReports on a self‐development program undertaken by library employees; examines the extent to which they were empowered by being given control over part of their working week.Design/methodology/approachProvides a case study example of a self‐directed professional program; looks at how well it achieved its objectives and describes the evaluation undertaken that recorded the challenges faced by employees and the benefits that resulted from the initiative.FindingsMany modern day offices resemble pressure cookers, employees urged to achieve “more for less” are constantly challenged to achieve targets and take responsibility for an increasing number of tasks in an environment marked by shrinking budgets and a reduced workforce. Working lives are punctuated by interruptions from colleagues and the need to deal with constant communications, from external source, via the telephone and e‐mail system, the situation often made worse by the move towards open plan offices. Employees find that they have little time to stop and think about what they are doing or to prioritize their work. The consequences of such a work regime are increasing stress levels among staff, an inability to deal creatively with problems and a reduction in job satisfaction and work performance.Practical implicationsPresents evidence of the benefits to be gained from implementing a staff development activity that allowed staff to focus on one activity of their own choice, free of interruptions, and identifies some of the problems that staff faced.Social implicationsOutlines how worker empowerment and learning can be increased to the benefit of both employee and organization.Originality/valueDemonstrates how employees' professional development and working lives can be improved, particularly salient for those workers who are facing competing work priorities and who are subject to constant external and internal interruption.