In our previous discussion, we explored how the concepts of dignity and well-being are foundational to the practice of humanistic management.
These principles, championed by Michael Pirson in his 2017 book, ‘Humanistic Management: Protecting Dignity and Promoting Well-being’, underscore the need for a business environment where people are valued for their intrinsic worth, rather than treated as mere instruments for profit.
In Zimbabwe, a country grappling with complex socio-economic challenges, these ideas have significant implications. In this article, we delve deeper into the two central pillars of humanistic management—dignity and well-being—through the lens of Pirson’s work, assessing their relevance to Zimbabwe’s evolving business landscape.
Understanding dignity
The first pillar of humanistic management is dignity — a concept deeply rooted in recognising the inherent worth of each individual.
In a corporate environment, this translates to respecting employees, customers, and all stakeholders as ends in themselves, not merely as means to an economic goal. According to Pirson, protecting dignity goes beyond adherence to legal frameworks or regulatory standards.
It involves fostering a workplace culture where people feel valued, respected, and capable of reaching their full potential.
In Zimbabwe, the respect for dignity has been strained by economic instability, where businesses, in their survival mode, may overlook the welfare of employees.
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For instance, in sectors like mining and agriculture, there have been reports of exploitative labour practices where workers toil under unsafe conditions for minimal pay.
The Marange diamond fields, for example, were once the subject of human rights scrutiny, with workers allegedly subjected to inhumane treatment and their dignity compromised in the name of profit.
Adopting a humanistic approach in such environments means placing the dignity of workers at the forefront of business operations, creating policies that protect their rights and ensuring fair treatment.
Moreover, dignity in humanistic management is closely tied to the leadership style within organisations.
Leaders in Zimbabwean businesses are encouraged to adopt participative decision-making processes that give employees a voice.
By allowing workers to contribute to decision-making, organisations not only respect their dignity, but also tap into the collective intelligence of their workforce, ultimately fostering innovation and commitment.
Well-being as a core objective
The second pillar of Pirson’s humanistic management framework is well-being.
Well-being, in this context, refers to both the physical and psychological health of individuals within the organisation.
Businesses have a responsibility to create environments that not only avoid harm but actively promote the flourishing of all stakeholders.
Zimbabwe’s economic crisis has made well-being a critical concern for workers, especially with skyrocketing inflation and the erosion of real wages.
The precarious state of the Zimbabwean economy has forced many workers into subsistence living, leaving them unable to adequately provide for their families.
Employers who prioritise humanistic management, however, strive to ensure that their employees are compensated fairly, that they work in safe environments, and that they have access to healthcare and other necessary services.
For instance, Delta Corporation, a major player in Zimbabwe’s beverages industry, has implemented wellness programmes for its employees, focusing on physical health, mental well-being, and work-life balance, even amidst a challenging economic climate.
Furthermore, promoting well-being in Zimbabwe must also include fostering a culture of mental health awareness.
The stresses brought on by economic instability, coupled with job insecurity, have contributed to a rise in mental health issues.
Companies embracing humanistic management should not only address the physical well-being of their employees, but should also invest in psychological support structures.
For instance, Econet Wireless has established employee assistance programmes that provide counselling and support services, recognising that well-being extends beyond the physical to include emotional and mental health.
Relevance of dignity , well-being
Why are dignity and well-being so critical to Zimbabwean businesses today?
The answer lies in the interconnectedness between organisational performance and the well-being of employees.
A growing body of research, including Pirson’s work, shows that companies which prioritise the dignity and well-being of their workers often perform better in the long term.
This is because employees who feel respected and supported are more engaged, more productive, and more loyal.
In Zimbabwe, where the economy is marked by volatility, businesses that adopt a humanistic approach have a better chance of thriving in the long run.
For example, by ensuring that workers are well-compensated, respected, and supported, companies reduce staff turnover and cultivate a loyal workforce, which in turn contributes to organisational stability.
In the education sector, a school like Watershed College in Marondera has embraced elements of humanistic management by providing competitive salaries, professional development opportunities, and involving staff in shaping school policies.
This has fostered a motivated and committed team, reflected in the school's success.
Another example is how some businesses have integrated corporate social responsibility into their operations, focusing not only on profit but also on the well-being of the communities they serve.
A firm like Innscor Africa has made strides in this area by investing in community healthcare, education, and food security initiatives, demonstrating that well-being must extend beyond the workplace into the broader societal context.
Bridging the gap
While the concepts of dignity and well-being may sound idealistic, they are increasingly seen as practical business strategies, especially in contexts like Zimbabwe.
Implementing these principles requires a cultural shift within organisations, starting from leadership.
Business leaders must move away from purely transactional relationships with their employees and stakeholders, and embrace a transformational approach where human flourishing becomes the primary objective.
To achieve this, businesses in Zimbabwe can begin by reviewing their policies and practices through the lens of dignity and well-being.
This might involve revising pay structures, ensuring occupational safety, investing in employee training and development, or creating platforms for workers to participate in decision-making processes.
Governmental support is also crucial in incentivising businesses to adopt humanistic principles, through policies that promote fair labour practices and corporate responsibility.
Educational institutions in Zimbabwe also have a role to play.
Business schools can introduce humanistic management into their curricula, teaching future business leaders the value of dignity and well-being.
In doing so, these schools will produce graduates who not only have the technical skills to run successful businesses but also the ethical foundation to lead in ways that benefit both people and profits.
Conclusion
In a world where businesses are increasingly being called upon to do more than generate profit, the pillars of dignity and well-being, as outlined in Pirson’s humanistic management framework, offer a path forward.
For Zimbabwean businesses, adopting these principles is not just a moral imperative but a strategic advantage, particularly in an economy facing significant challenges.
By protecting the dignity of workers and promoting their well-being, businesses can create environments where people flourish and organisations thrive.
As Zimbabwe navigates its economic recovery, there is no better time for the business community to embrace a more humanistic approach to management, one that values people as the foundation of sustainable success.
- Jongwe is an experienced business consultant with extensive expertise across various industries in Southern Africa, including higher education. — WhatsApp at +27 82 408 3661/ +263 788 016 938 or by e-mail at [email protected]
