The complexities of employee empowerment have been largely underestimated and it is clear that organisations struggle with putting the concept into practice. Rozana Ahmad Huq recognises that effective utilisation of human resources is a strategic issue for organisations. Hierarchical organisations struggle to survive. The growing trend for downsizing and merging of organisations means that they can no longer maintain the 'command and control' approach and employees are given more responsibility and expected to take decisions. However, simply burdening employees with extra responsibility without empowering them does not deliver results. Drawing on her own research in organisations, Dr Huq investigates the concept of empowerment in a new way that combines themes from the disciplines of management and social work, the latter being a domain where empowerment is an important construct. This helps to bridge the gaps in knowledge in the management domain and draws attention to the positive and negative psychological implications for employees of the practice of empowerment that are often ignored by leaders and managers. Ultimately, the author offers a 'practice model' to help people in management and non-management understand the new roles and behaviours that they need to adopt if empowerment is to become a reality. This book is a resource for any business or other organisation genuinely interested in employee empowerment and for those with a responsibility for teaching about it.

This book explores how psychological empowerment can influence and enhance job satisfaction. The authors argue that in today’s working climate the wellbeing and involvement of employees is of utmost importance to any company’s overall success and that management techniques like empowerment are the most effective means of achieving this goal. Based on an empirical study examining job satisfaction amongst employees of several private sector, public sector and new generation banks in Kerala, India as well as extensive literature review, this book discusses the role psychological empowerment plays in enhancing job satisfaction both locally and internationally. It goes on to analyze four dimensions of psychological empowerment and the role of job satisfaction in the relationship between psychological empowerment and job related stress. This book will be of great interest to scholars in management and psychology and is essential reading for industrialists and managers wanting to apply empowerment strategies in their own workplace.

The complexities of employee empowerment have been largely underestimated and it is clear that organisations struggle with putting the concept into practice. Rozana Ahmad Huq recognises that effective utilisation of human resources is a strategic issue for organisations. Hierarchical organisations struggle to survive. The growing trend for downsizing and merging of organisations means that they can no longer maintain the 'command and control' approach and employees are given more responsibility and expected to take decisions. However, simply burdening employees with extra responsibility without empowering them does not deliver results. Drawing on her own research in organisations, Dr Huq investigates the concept of empowerment in a new way that combines themes from the disciplines of management and social work, the latter being a domain where empowerment is an important construct. This helps to bridge the gaps in knowledge in the management domain and draws attention to the positive and negative psychological implications for employees of the practice of empowerment that are often ignored by leaders and managers. Ultimately, the author offers a 'practice model' to help people in management and non-management understand the new roles and behaviours that they need to adopt if empowerment is to become a reality. This book is a resource for any business or other organisation genuinely interested in employee empowerment and for those with a responsibility for teaching about it.

This book is for Managers, Industrial Psychologists, HR Professionals and Organizational Development Consultants who wish to enhance employees' human potential, competencies and performance which in turn will lead to the improved efficiency of organisations. This will ultimately have a positive effect on the socio-economic environment. The book includes strategies for the empowerment of all categories of employees. The significance that employees should experience true empowerment, in other words, psychological empowerment is stressed. Psychological empowerment surpasses all other efforts to empower. It is the X-factor of empowerment. It is about empowerment that is not simply structural or mechanistic, such as positions and pay packets, but includes aspects of feeling, such as feeling competent and having influence. The book is based on the author's doctoral thesis and the research she undertook for this purpose. Therefore the student of Organizational Psychology will find it to be a useful resource. It is equally useful for employees aspiring for achievements and making a difference.

In recent years there has been a weight of evidence suggesting that engagement has a significantly positive impact on productivity, performance and organisational advocacy, as well as individual wellbeing, and a significantly negative impact on intent to quit and absenteeism from the work place. This comprehensive new book is unique as it brings together, for the first time, psychological and critical HRM perspectives on engagement as well as their practical application. Employee Engagement in Theory and Practice will familiarise readers with the concepts and core themes that have been explored in research and their application in a business context via a set of carefully chosen and highly relevant original and case studies, some of which are co-authored by invited practitioners. Written in an accessible manner, this book will be essential reading for scholars in the field, students studying at both undergraduate and postgraduate levels, as well as practitioners interested in finding out more about the theoretical underpinnings of engagement alongside its practical application.

Welcome to the proceedings of the Sixth International Conference on Management Science and Engineering Management (ICMSEM2012) held from November 11 to 14, 2012 at Quaid-i-Azam University, Islamabad, Pakistan and supported by Sichuan University (Chengdu, China), Quaid-i-Azam University (Islamabad, Pakistan) and The National Natural Science Foundation of China. The International Conference on Management Science and Engineering Management is the annual conference organized by the International Society of Management Science and Engineering Management. The goals of the Conference are to foster international research collaborations in Management Science and Engineering Management as well as to provide a forum to present current research results. The papers are classified into 8 sections: Computer and Networks, Information Technology, Decision Support System, Industrial Engineering, Supply Chain Management, Project Management, Manufacturing and Ecological Engineering. The key issues of the sixth ICMSEM cover various areas in MSEM, such as Decision Support System, Computational Mathematics, Information Systems, Logistics and Supply Chain Management, Relationship Management, Scheduling and Control, Data Warehousing and Data Mining, Electronic Commerce, Neural Networks, Stochastic models and Simulation, Heuristics Algorithms, Risk Control, and Carbon Credits.