DIGNITY is the cornerstone of human flourishing, yet it is often overlooked in workplace leadership. Zimbabwean organisations, grappling with economic pressures and socio-cultural complexities, are not immune to dignity violations that erode trust and productivity.
Drawing on insights from "How Does Dignity Fit Into Your Leadership?" by Pirson, Hicks, and Yamascigil (2024), this article examines dignity violations in Zimbabwean workplaces and outlines actionable strategies for leaders to foster dignity, ensuring sustainable growth and employee well-being.
The nature of dignity violations
Dignity violations occur when individuals feel devalued or disrespected. According to Pirson et al., these breaches include exclusion, inequity, or a failure to acknowledge an employee’s intrinsic worth. In Zimbabwe, several factors exacerbate these violations:
Economic constraints: With high unemployment rates and inflation, many employees endure exploitative practices, such as unpaid overtime or below-subsistence wages.
These economic pressures create environments where dignity is sacrificed for survival.
Cultural and organisational hierarchies: Zimbabwe's hierarchical traditions can lead to authoritarian management styles, where employees’ voices are stifled, undermining their sense of worth.
Discrimination and bias: Gender disparities and tribal affiliations sometimes influence workplace dynamics, leading to unequal opportunities and discriminatory practices.
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Workplace bullying and harassment: Reports of bullying — particularly in competitive sectors like finance and education — highlight an urgent need for policies that protect employees’ dignity.
Consequences of dignity violations: Pirson et al. emphasise that dignity violations compromise employee engagement, increase turnover, and hinder innovation. For Zimbabwean organisations, these outcomes are particularly dire, given the need for resilience and creativity in a challenging economic landscape.
Promoting dignity: A leadership agenda
To restore dignity, leaders must embed respect and inclusion into their organisational cultures. The following strategies, inspired by Pirson et al.'s framework, are tailored to Zimbabwe’s context:
Cultivating psychological safety: Leaders must create environments where employees feel safe to express ideas and concerns without fear of retribution. For instance, regular town-hall meetings and anonymous feedback channels can amplify employee voices.
Fair compensation and recognition: While economic constraints may limit salary increases, non-monetary recognition such as awards or public acknowledgements can validate employees’ contributions. Companies such as Delta Corporation have shown how employee recognition fosters loyalty.
Inclusive decision-making: Leaders should involve employees in decision-making processes, particularly in sectors like mining and manufacturing, where workers face harsh conditions. Collaborative models increase trust and enhance workplace dignity.
Training for empathy and respect: Leadership programmes should prioritise emotional intelligence, enabling managers to recognise and respect diverse perspectives. These trainings could draw on Zimbabwe’s rich tradition of hunhu/ubuntu — a philosophy centred on shared humanity.
Enforcing anti-discrimination policies: Organisations must implement and enforce clear policies against workplace harassment and bias, ensuring equitable treatment for all employees.
Case study: Econet Wireless
Econet Wireless exemplifies dignity-centred leadership.
The company’s commitment to employee development, fair practices, and corporate social responsibility underscores how respecting dignity drives organisational success. By prioritising well-being, Econet has built a loyal workforce and a strong brand reputation, even amid Zimbabwe’s economic challenges.
The role of national policy
Beyond individual organisations, national labour policies must support dignity in the workplace. The Ministry of Labour could develop guidelines for equitable pay.
The must also look into workplace safety, and anti-discrimination measures, drawing from international best practices.
Conclusion
Dignity in the workplace is not merely an ethical ideal; it is a practical necessity for organisational success.
As Pirson et al. argue, dignity underpins trust, innovation, and resilience — qualities Zimbabwean organisations need to thrive. By addressing dignity violations and fostering respectful cultures, leaders can create workplaces that empower employees and drive sustainable growth.
In Zimbabwe’s journey towards economic revival, restoring workplace dignity must remain a central pillar. .
- Jongwe is an experienced business consultant with extensive expertise across various industries in Southern Africa, including higher education- WhatsApp at +27 824083661/+263 788016938 or by email at [email protected].
