Seminar’s can have different themes and foci, even if you are ostensibly reading the same material. Last year, in our Organization Science overview class, we focused a lot, especially at the beginning, at the problems of duality in research and how the next generation of research and researchers will solve this problem.
This year, the focus has been on organizational profits and employee benefits of management’s “doing the right thing” by and for their employees. Some of it is obvious, such as Pfeffer’s (2007) explanation of why investing more in employees provides more profit for the company. Consider Sam’s Club vs. Costco, which about every single person making this argument does. But even stewardship theory (Eddleston & Kellermanns, 2007) is arguing that managers can be co-interested in both their own good (i.e., profit) and the organization’s good (i.e., employee well being).
Some of our readings are less obvious about doing the right thing, but still suggest that respect and collegiality for one’s co-workers benefits the organization and the employees. DeChurch et al’s (2013) article on focusing on positively managing the processes of conflict can make the inevitable conflict beneficial to all. Even this week’s discussion the different ways our disciplines look at diversity issues shows the FINANCIAL importance of organization’s not being a jerk when it comes racism and sexism.
If I had one takeaway from this semester’s readings thus far, it’s that people want to work in ethical, moral organizations in which they are treated well and valued by their management. Where management wants their employees to be secure and to share in the wealth and the profit of the organization. It not only makes employees mentally and physically healthier, IT MAKES THE ORGANIZATION MORE MONEY. This isn’t some lament from the 98% about not getting my fair share: It’s a growing preponderance of the data. (Maybe a slight overstatement, but that’s just my academic writer coming out in me. I ABSOLUTELY believe it is the preponderance of the data)
So why don’t the ruling 2% of the organizational gatekeepers adopt this money making strategy? I can only figure out that it’s because they are afraid that they themselves will not make as much money. So maybe they keep more money for themselves, but they lose more more for the stockholders and other folks interested in the profits of that organization.
I don’t understand that world view. But maybe it explains why I am in psychology and not business.
DeChurch, L. A.; Mesmer-Magnus, J. R.; Doty, D. (2013) Moving beyond relationship and task conflict: Toward a process-state perspective Journal of Applied Psychology, 98(4), 559-578
Eddleston, K. A., & Kellermanns, F. W., (2007). Destructive and productive family relationships: A stewardship theory perspective, Journal of business venturing, 22 (4), 545-565.
Pfeffer, J. (2007). Human Resources from an organizational behavior perspective: Some paradoxes explained, Journal of economic perspectives, 21(4), 115-134.