The effect of empowerment on employees : the case of Bafokeng Rasimone Platinum Mines processing plant

Abstract

The principal aim of this research is to examine the impact of empowerment on employee work performance. In particular, to assess the extent to which a key characteristic of empowerment such as devolution of responsibility and skills capacity building is influencing and instrumental in securing improvements in employee commitment and job performance in the workplace. Based on the analysis and interpretation of data, it was found out that there is a great impact of implementing employee empowerment by BRPMPP. It was realised there is no gap between the planning and implementation phases of the employee empowerment strategic plan. Their training sessions are adding value to their work and that such sessions are beneficial and helpful. Employee Empowerment served as the cornerstone of change at BRPMPP and is also the key to its successful business competitive strategy. As such, for an organisation to survive the turbulence related to the execution of its business and see "success" its staff and management's ability to evolve and adapt to change(s) both foreseen and unforeseen is essential. The study provides several recommendations to alleviate the constraints in both planning and implementing Employee Empowerment. Planning and scheduling empowerment process should match with the vision and mission of the organisation. The Employee Empowerment processes must be properly aligned with the employees desired career path relevant to the organisation. It must not be a process that is designed to appease the labour law requirement or as a means to frustrate junior staff. Data acquisition for analysis and information management regarding the impact of EE on the organisation can improve productivity and continuous improvement in the organisation. Departmental Employee Empowerment plans must not be implemented in silos. Human resources as a production factor is always important when an empowerment strategy is planned, designed and implemented. Human resource must not be treated as an extension of machinery in the production line, but as the nuclear power house of the existence of the very organisation. Departmental empowerment plans must be well-coordinated , so that a perfect harmony and balanced empowerment in the entire organisation is experienced.