Humanistic Management Research Articles

In Search of Regained Time? Autism and Organizational [A]temporality in the Light of Humanistic Management

In Search of Regained Time? Autism and Organizational [A]temporality in the Light of Humanistic Management

Towards Humanistic Management in professional sports: How to make mobility and fan-related tourism more sustainable?

Abstract Ideas of (a more) humanistic management have taken hold in multiple tourism contexts. In particular, we can see this in specific niches of tourism such as sports-related mobility and adjacent forms of athlete and fan travel, it has become more commonplace to pay attention to questions of ecological integrity as well as sustainability. Rather than being mere rhetorical exercises to create the appearance of more responsible practices (a ‘CSR façade’), substantial changes seem to be underway, through which authentic transformation towards genuinely humanistic management practices may be possible. We take the case of the inclusion of sustainability considerations in the organisation of team and fan travel alongside professional football in Germany to highlight such incremental change. While far from constituting mass phenomena, any such reforms have the capacity to set a trend, and to re-orient business practices across larger industries. Based on a qualitative case study of five professional football teams in Germany and their recently adjusted mobility activities, we argue that sports-related tourism and mobility management has the capacity to create role models in steering societies towards more sustainable, and hence: more humanistic modes of action.

Re-orientation through Humanistic Management? The promotion of dignity, well-being and flourishing in tourism contexts

Re-orientation through Humanistic Management? The promotion of dignity, well-being and flourishing in tourism contexts

Sustainable Development Goals and Humanistic Management in Hospitality and Tourism: Systemic Approaches and Application-Oriented Perspectives Using the Example of Family Businesses

Abstract So far, only a minor proportion of businesses – across all economic sectors – has a business model designed to meet the complex requirements of the UN 2030 Agenda. The transformation to a more sustainable economy for the benefit of people and the planet, let alone honouring the principles of Humanistic Management, remains a Herculean task. This article presents family-run companies from the hospitality and tourism industry that have succeeded in aligning their corporate structures, products, and operations with Sustainable Development Goals of the UN 2030 Agenda, building the bridge to –and, in part, explicitly integrating –principles of Humanistic Management. A systemic approach serves as the conceptual-theoretical framework, providing a valuable basis for better understanding the role of individual companies in the complex overall system of the 2030 Agenda. Based on three case studies, presenting findings from expert interviews with selected managing directors or owners of family businesses, it becomes clear that this type of business is particularly well suited to successfully manage the multi-layered challenges of a transformation due to its inherent characteristics.

The Economy of Communion Movement as Humanistic Management

The Economy of Communion Movement as Humanistic Management

Research on the nursing effect of humanistic management under evidence-based thinking in the treatment of recurrent colorectal polyps after multiple polypectomies using the method of removing turbidity from the liver.

Research on the nursing effect of humanistic management under evidence-based thinking in the treatment of recurrent colorectal polyps after multiple polypectomies using the method of removing turbidity from the liver.

Relational HR Practices in Malaysian SMEs: An Ethics of Care Perspective

Adopting an Ethics of Care theoretical framework, this paper aims to investigate the way in which the owner-mangers (OMs) of small and medium-sized enterprises in Malaysia engage in human resource management. Based on in-depth interviews with 48 OMs, the findings show that HRM practices occur within the remit of management but are described by the managers in terms of relational obligations and cannot be fully accounted for using a strategic, instrumental, or critical lens. The present study highlights the importance of the caring attitudes of OMs who adopt a humanistic management approach, responding to the varied needs of their employees and the obligations which are inherent to relationships between humans.

Dignity, Humanistic Management and the Sustainable Development Goals

Dignity, Humanistic Management and the Sustainable Development Goals

Supporting the return to work of breast cancer survivors: perspectives from Canadian employer representatives.

Thirteen qualitative interviews were conducted with representatives from businesses of various sizes (< 100 employees, 100-500 employees, > 500 employees). Transcribed data were subjected to iterative data analysis. Three major themes emerged to describe employer representatives' perceptions of managing RTW of BCS. These are (1) providing tailored support; (2) remaining 'human' while managing RTW; and (3) facing the challenges of RTW management after breast cancer. The first two themes were perceived as facilitating RTW. The challenges identified concern uncertainty, communication with the employee, maintaining a supernumerary work position, balancing employee and organizational interests, reconciling with colleagues' complaints, and collaboration among stakeholders. Employers can adopt a humanistic management style by offering flexibility and increased accommodation for BCS who RTW. They can also be more sensitive to this diagnosis, leading some to seek more information from those around them who have experienced it. Employers require increased awareness about diagnosis and side effects, be more confident to communicate, and improved collaboration between stakeholders to facilitate the RTW of BCS. Employers who focus on the individual needs of cancer survivors during RTW can facilitate creative and personalized solutions for a sustainable RTW and help survivors recover their lives after cancer.

Expert consensus on late stage of critical care management

We wished to establish an expert consensus on late stage of critical care (CC) management. The panel comprised 13 experts in CC medicine. Each statement was assessed based on the Grading of Recommendations Assessment, Development, and Evaluation (GRADE) principle. Then, the Delphi method was adopted by 17 experts to reassess the following 28 statements. (1) ESCAPE has evolved from a strategy of delirium management to a strategy of late stage of CC management. (2) The new version of ESCAPE is a strategy for optimizing treatment and comprehensive care of critically ill patients (CIPs) after the rescue period, including early mobilization, early rehabilitation, nutritional support, sleep management, mental assessment, cognitive-function training, emotional support, and optimizing sedation and analgesia. (3) Disease assessment to determine the starting point of early mobilization, early rehabilitation, and early enteral nutrition. (4) Early mobilization has synergistic effects upon the recovery of organ function. (5) Early functional exercise and rehabilitation are important means to promote CIP recovery, and gives them a sense of future prospects. (6) Timely start of enteral nutrition is conducive to early mobilization and early rehabilitation. (7) The spontaneous breathing test should be started as soon as possible, and a weaning plan should be selected step-by-step. (8) The waking process of CIPs should be realized in a planned and purposeful way. (9) Establishment of a sleep-wake rhythm is the key to sleep management in post-CC management. (10) The spontaneous awakening trial, spontaneous breathing trial, and sleep management should be carried out together. (11) The depth of sedation should be adjusted dynamically in the late stage of CC period. (12) Standardized sedation assessment is the premise of rational sedation. (13) Appropriate sedative drugs should be selected according to the objectives of sedation and drug characteristics. (14) A goal-directed minimization strategy for sedation should be implemented. (15) The principle of analgesia must be mastered first. (16) Subjective assessment is preferred for analgesia assessment. (17) Opioid-based analgesic strategies should be selected step-by-step according to the characteristics of different drugs. (18) There must be rational use of non-opioid analgesics and non-drug-based analgesic measures. (19) Pay attention to evaluation of the psychological status of CIPs. (20) Cognitive function in CIPs cannot be ignored. (21) Delirium management should be based on non-drug-based measures and rational use of drugs. (22) Reset treatment can be considered for severe delirium. (23) Psychological assessment should be conducted as early as possible to screen-out high-risk groups with post-traumatic stress disorder. (24) Emotional support, flexible visiting, and environment management are important components of humanistic management in the intensive care unit (ICU). (25) Emotional support from medical teams and families should be promoted through"ICU diaries"and other forms. (26) Environmental management should be carried out by enriching environmental content, limiting environmental interference, and optimizing the environmental atmosphere. (27) Reasonable promotion of flexible visitation should be done on the basis of prevention of nosocomial infection. (28) ESCAPE is an excellent project for late stage of CC management.

Undergraduate Management Course that Promotes Existential Development for Business

The modern workplace is broken because it retains a singular focus on shareholder value maximization. This orientation creates a variety of health hazards for workers. However, there are emerging approaches that promote more positive work climates. This report evaluated an undergraduate management course designed to address this issue by advancing principles derived from humanistic management practices. A sample of 234 women and 285 men who were enrolled in a Principles of Management course participated in this new curriculum. Students completed measures of the Numinous (i.e., ultimate existential orientation), personal well-being, conflict management, and empathic listening skills pre- and post- semester. Results indicated significant, positive changes across these four outcome variables. A cross-lagged panel analysis indicated that scores on the Numinous measure appeared to have a causal impact on the personal wellbeing scales. Training programs of this nature may be helpful in providing a long-term solution to improving the quality of the workplace.

Enhancing management education: How do experiences outside the classroom matter?

We use principles of participatory action research (PAR) to investigate differences in learning by business students resulting from an experiential course in their curriculum. Our research is framed by Fink's (2013) learning framework classifying student learning into cognitive and behavioural dimensions. As part of PAR, the students participated in this type of action learning through engaging with a community, reflecting on their experiences and participating in the research process. Through a content analysis that explores student learning reflections through the lens of Fink's taxonomy, we explore learning that is linked to the development of humanistic management. We compare how course delivery methods impact the learning of the students and how this difference is manifested along the human dimension. We find that a field-based experiential learning course provides a different learning experience, richer in the humanistic perspective than a traditional on-campus lecture. As part of the PAR, students reflected on their significant learning experiences a year after their initial experiences and demonstrated learning along the human dimension that had lasted and influenced their career decisions. We contribute to the literature on experiential learning in the context of a business curriculum by expanding the importance of place-based learning as a way of learning humanistic principles. We find that over time, students reflect more on behavioural rather than cognitive experiences.

Water conservancy, politics, and local society: a case study on the construction of the Yuanyangchi Reservoir during the Republican period*

ABSTRACT The Yuanyangchi Reservoir, located in Jinta County of Gansu Province and inaugurated in 1947, was the first large-scale modern earthen dam in China. Aimed at addressing regional social crises resulting from irrigation-related disputes, proponents of the Yuanyangchi Reservoir project went through a tumultuous process to get this project endorsed by the relevant authorities. This project was ultimately endorsed thanks to the Nationalist government’s preferential policies in favour of China’s Northwest and frontier regions and its obsession of “maintaining the unity in the rear regions” during the Second World War. During the implementation of the project, the local gentry proactively mobilized resources by means of their social authority and thus engendered a unique scenario, in which traditional social mobilization methods were evoked to promote a modern water conservancy project. It sheds light on China’s transition from a traditional approach to water conservancy to the modern one. To facilitate the implementation of the project, engineers helped introducing intra-basin deliberation mechanisms and measures to ensure the humanistic management of construction sites. All these efforts left a lasting influence on local society beyond irrigation and played a subtle role in the local modernization drive.

Antecedent and consequences of collective safety behavior on shipping and logistics companies

Safety is part of welfare which is the main goal of the organization seen from a humanistic management perspective. Safety is currently a very important factor for the existence of humans and organizations, so safety science becomes important to examine in depth human existence in activities to achieve prosperity. The method used is the Structure Equation Model (SEM). A total of 226 crew members working for the Indonesian National Shipping Company responded to this research questionnaire. The results show that the existential safety displayed by management who is committed to safety, active leaders facilitate safe work, and training that does not only touch the physical technical aspect but also touches the mental and spiritual aspects of humans to support safer performance. Also, the self-awareness of each crew member influences forming cohesiveness among them to behave in a collective safety manner. The theoretical contribution of this research is to study safety based on humanistic management theory. The managerial implication of this research is that safety is the responsibility of everyone who works in the organization, core management values are brought to life in collective safety behavior and leaders show that safety commitment in real attitudes and behavior. This research is still limited to focus on the philosophy of anthropology, metaphysics, and humanist management theory. Future research is expected to be able to get out of the influence of neo-liberal capitalist management theory and enter into a more humanist safety management based on metaphysical ontology philosophy and humanistic management theory and other social sciences.

“Power of words”: impact, concerns and applications of nonviolent communication training

PurposeThe purpose of this study is to evaluate the effectiveness of a training program on nonviolent communication (NVC) and assess its impact, concerns and applicability to the context of work. This study also focuses on the factors that influence the retention and application of the skills acquired during the training after three months of completion of the program.Design/methodology/approachThis study uses a qualitative approach. Purposive sampling was used, and 14 semi-structured interviews were conducted to study the impact of an NVC training program titled “Power of words”. Thematic analysis based on Kirkpatrick’s model of training evaluation was used to arrive at the findings.FindingsNVC training was found to have created a sustainable shift in perspective and behaviour of the participants; however, the learning and application of the NVC skills were found to be dependent on individual and contextual factors. The role of the facilitator was found to be crucial in creating safe spaces that were essential for open sharing and effective practice. NVC was found to be easier to apply to contexts of personal relationships; however, in a work context, it holds immense scope to create both organisational- and employee-level outcomes.Research limitations/implicationsThis study has implications for developing theory on NVC and its consequences to humanistic management and employee thriving.Practical implicationsThis study has implications for developing theory on NVC and its consequences for humanistic management and employee thriving. This study has practical implications for humanising communication at work and also has implications for leaders, managers, coaches, counsellors, HR professionals and OD professionals, to improve employee or client experiences. This study also has implications for the potential community development.Social implicationsThis study also has implications for the potential community development as a consequence of NVC training.Originality/valueThe research on the application of NVC training to context of work is very limited, and also, there is very limited research on both the effectiveness of online training and the retention and application of the learning after three months of completion of the program. This study fills these gaps.

Unpleasant Memories on the Web in Employment Relations: A Ricoeurian Approach

Cybervetting has become common practice in personnel decision-making processes of organizations. While it represents a quick and inexpensive way of obtaining additional information on employees and applicants, it gives rise to a variety of legal and ethical concerns. To limit companies’ access to personal information, a right to be forgotten has been introduced by the European jurisprudence. By discussing the notion of forgetting from the perspective of French hermeneutic philosopher Paul Ricoeur, the present article demonstrates that both, companies and employees, would be harmed if access to online information on applicants and current employees would be denied. Consistent with a Humanistic Management approach that promotes human dignity and flourishing in the workplace, this article proposes guidance for the responsible handling of unpleasant online memories in personnel decision-making processes, thereby following Ricoeur’s notion of forgetting as “kept in reserve”. Enabling applicants and employees to take a qualified stand on their past is more beneficial to both sides than a right to be forgotten that is questionable in several respects.

‘Other-wise’ Organizing. A Levinasian Approach to Agape in Work and Business Organisations

Humanistic management emphasises the importance of respecting humanity in and through meaningful work within organisations. In this paper we introduce a Levinasian approach to organising. Levinas argues that the Other appeals to us and allows us to take responsibility towards the Other – i.c. an employee, a customer, a supplier, etcetera. In this article our focus is on employees. By taking the Other as a starting point of his reflections, Levinas helps to transform the organisation and management of work and humans in business organisations. Based on the concept of alterity and becoming susceptible to the appeal that comes to us through what Levinas refers to as the ‘face of the Other’, we argue that the philosopher calls for ‘an agapeic turn’ to management and organisation. This turn means that the focus on the well-being of the employee – and the needs, interests, ideas, and expectations as perceived by him or her – should be at the core of organising. As a result, this paper calls for an increased focus on self-determination and self-organisation to allow the Other both voice and control over her or his behaviour, actions and contributions to the outputs and outcomes of one’s organisational unit. Through our focus on a Levinas approach, we concretize and deepen the traditional understanding of agape, making it more relevant to our functioning in a business setting. As a result, agape is introduced as an analytical concept that guides the structuring and the effectuation of human interaction in and through organisations.

The Economy of Communion Movement as Humanistic Management

In this essay we will demonstrate that the Economy of Communion movement is a very good example of Humanistic Management, as defined by Dominic Mele, and it provides a unique lens through which to conceive of humanistic management which is extraordinarily person-centered. We will show this by first providing some explanation and summary of the Economy of Communion philosophy, relying on scholars and also Pope Francis’ 2017 talk on EOC delivered at the Vatican. Second, We will briefly outline some of the key features of Humanistic Management as outlined by Dominic Mele demonstrating some EOC features which exemplify the Humanistic Management approach as Mele describes it both with scholarly explanations of EOC and also through concrete lived examples of EOC entrepreneurs.

Developing, Validating, and Applying a Measure of Human Quality Treatment

Human Quality Treatment (HQT) is a theoretical approach expressing different ways of dealing with employees within an organization and is embedded in humanistic management tenants of dignity, care, and personal development, seeking to produce morally excellent employees. We build on the theoretical exposition and present a measure of HQT-Scale across several studies including cross-culturally to enhance confidence in our results. Our first study generates the 25 items for the HQT-Scale and provides initial support for the items. We then followed up with a large study of managers (n = 363) from Nigeria in study 2, which confirms the theoretical properties of the five dimensions of HQT and highlights a two-factor construct: HQT Ethically Unacceptable and HQT Ethically Acceptable using a 20-item HQT-Scale. Study 3 with a large sample of New Zealand employees (n = 452) again confirms the nature of the construct and provides construct validity tests. Finally, using time-lagged data, study 4 (n = 308) focuses on New Zealand employees and job attitudes and behaviors, and a well-being outcome. That study not only confirms the theoretically implied effects but also shows the HQT Ethically Acceptable factor mediates the detrimental effects of HQT Ethically Unacceptable. Overall, our four studies provide strong support for the HQT-Scale and highlight important understandings of HQT and humanistic management in the workplace.

Humanistic leadership and support for the sustainable development goals

ResumoObjectivoEste estudo utiliza a teoria da gestão humanística para examinar o espaço conceitual dos líderes que apoiam objetivos de desenvolvimento sustentável (SDGs) dentro e através de suas organizações.MetodologiaAnalisamos entrevistas com quatro líderes ibero-americanos alto impacto conduzidas pelo projeto Creating Emerging Markets na Harvard Business School.ResultadosNossos resultados mostram uma gama de princípios de gestão humanística entre os quatro líderes, coincidindo com o apoio variável aos ODS. Especificamente, descobrimos que os líderes que adotam todos os quatro princípios humanísticos apoiam um número maior de practices associdas aos ODS, juntamente com uma maior variedad de ODS, em relação aos líderes que adotam apenas um subconjunto dos princípios de gestão humanística.ValorEste trabalho contribui para a discussão e, em última análise, para nossa compreensão, do papel crucial que os líderes organizacionais desempenham no avanço dos ODS. Ao examiner nossas descobertas através das lentes dos defensores, consideramos quais líderes são mais propensos a defender a agenda dos ODS.