Excerpt from :

......Diagnosis of What Failed
In managing a team of customer service representatives that were tasked with responding to customer complaints over the Internet via the companys website, over the telephone or over e-mail, the challenge of keeping employees motivated despite the nature of the work continually required integrative strategies to support and anticipate their needs. Taking purely a conventional stance to managing this team would have created a consistent level of mediocrity, not allowing the highest performers the freedom to define how the position fit their specific skills and inherent abilities
The paradox of managing these teams however was the need for specifically focusing on how to bring more ownership to their roles by redefining the responsibilities on the one hand, yet still infusing enough accountability through measures of performance on the other (Alexander, 337). Further, the attempts within Human Resources to infuse a high level of empowerment were failing due to options being made available to these employees not being relevant to them. As empirically derived research indicates, for empowerment to be effective it must concentrate on enriching mastery and identity aspects of a persons view of themselves (Sharma, Kaur, 7, 8)......

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