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They are done in the interest of the organization, rather than the interest of the persons being empowered. Their main feature is to involve employees in owning their job so that they can take a personal interest in improving the performance of the organization. The concept sounds great—in principle. But, despite the way it is promoted, it is really about the company and not the person. Until the HRD industry gets to grips with the dynamics of psychological contracts, practitioners will be continually looking for the latest and greatest new approach.
But empowerment, being a forward-thinking tactic, will have trouble gaining traction in a culture underpinned by a conventional psychological contract. To fulfill their potential as change agents, the architects of such HRD approaches need to genuinely balance individual and organizational 52 Attracting and Retaining Talent interests. In short, HRD professionals ought to look for the common ground. Many of these tools—as good as they are in isolation— are employer-centric and fail to take proper account of the interests of the people they are attempting to change.
While these factors are still important, the dimension of human capital is even more important. Financial and technical resources are now—more than ever—accessible to an ever-increasing number of entrepreneurs. The commoditization of financial capital and technical know-how levels the playing field, so to speak. Human capital and how it is deployed is now the key driver of productivity. Developing human capital to realize its full potential is paramount to business success. Jobs are increasingly being shaped more by the qualities of the people performing them.
Attracting and Retaining Talent: Becoming an Employer of Choice by Tim Baker (auth.)