AUTONOMY IN THE WORKPLACE 1
Autonomy involves empowering employees to carry out their taskswithout necessary relying on the managers Autonomy in the workplacehas its merits and risks. It relieves the management the stress offollowing every move of the employees. Close monitoring can betedious and time-consuming. It also reduces chances of unionizationin the workplace (Bhatia, 2008). Employees can raise questions, makecorrections and participate in making important decisions withoutrelying on labor unions to give them a voice.
However, it is risky in that some employees may not be fullyempowered. They may still require the direction of the management andtaking them as autonomous would only increase their stress inemployment. Also, there is a risk of companies losing the roles ofdifferent levels of management if the autonomy given to employees isnot well conceived (Bhatia, 2008). Employees may develop a feeling ofindependence and look down upon their immediate supervisors.
To ensure that tasks run as outlined in the schedule the managementshould develop a monitoring system that measures performance over theexpected goals. Employees who take the autonomy positively are likelyto record desirable results. Also, the role of the management shouldremain clear to all employees. Autonomy comes with a responsibilityto honor the structures in the organization. The presence of themanagers ensures a continuous supervision (Bhatia, 2008). Unlike innon-autonomous employees, the managers in an empowered workforceunderstand the strengths of their employees and allow them theirspace.
When employees learn in an X environment, they develop a negativeattitude toward, and they can only work when the supervisors arearound. According to Bhatia (2008), they do not work objectively, andthey only work to satisfy the needs of their managers. Changing themin a Y environment can be difficult but not impossible. Involvingthem in making and understanding the objective of their tasks isimperative. While they work, they will have an idea of what themanagement expects of them. There should also be a gradualempowerment program that will enable them to work with minimalsupervision. The management should give them a chance to solveproblems before giving a hand. In doing so, they will develop skillsin their specific tasks that do not require the ever presence of themanager.
ReferencesBhatia,T. (2008). Theory X and theory Y: Theories of employee motivation.TrackingEmployee Excellence.Retrieved fromhttp://empxtrack.com/theory-x-and-theory-y-theories-of-employee-motivation/