THE landscape of business management is rapidly evolving, with a significant shift from traditional economistic models to more humanistic approaches. This transition is crucial for fostering motivation and engagement among the workforce, particularly in Zimbabwe, where economic and social challenges necessitate innovativeand sustainable management practices.
This article explores the growing importance of humanistic management in motivating and engaging employees in Zimbabwean organisations, contrasting it with the traditional economistic perspective, and providing practical examples from local companies.
The economistic perspective
Historically, the economistic model has dominated management theories, operating on the assumption that individuals are driven by endless wants and that financial incentives are the primary motivators.
This approach is epitomised by the "transactional leadership" style, where leaders set goals, provide rewards, and ensure compliance to maximise efficiency.
However, this model has several critical limitations, especially in today's dynamic work environment. Economist Harold Demsetz pointed out that the economistic framework is designed to explain human behaviour in market situations where individuals make independent decisions. This perspective does not account for the complexities of real- life organisations, where leadership and teamwork play vital roles. Moreover, research by scholars like Daniel Pink reveals that extrinsic incentives are ineffective for creative and innovative tasks, often undermining the quality of work and intrinsic motivation.
Studies have shown that financial rewards can reduce productivity, transforming people's mindset from viewing their work as a "gift" to a mere transactional exchange.
The rise of humanistic management
In contrast, the humanistic perspective on management emphasises the importance of intrinsic motivation and the holistic development of employees. This approach aligns well with "transformational leadership" where leaders inspire, intellectually stimulate, and emotionally engage their followers.
Humanistic leaders focus on balancing four key drives: The drive to acquire, bond, comprehend, and defend, thereby fostering a work environment that promotes dignity, well- being, and long-term engagement.
Emphasising dignity
One of the fundamental tenets of humanistic management is the recognition of dignity as a critical aspect of motivation. Extrinsic rewards, while useful in some contexts, often crowd out intrinsic motivation and shift the focus from genuine appreciation to transactional exchanges. For instance, introducing penalties for late pickups in daycares led to an increase in late pickups, as parents perceived the penalty as a fee rather than a moral obligation to be punctual.
Similarly, cash incentives for blood donations resulted in a decrease in donations, as the intrinsic motivation to help others was undermined by the financial reward.
The four drives of management
Humanistic management aims to balance the following four drives, ensuring a comprehensive approach to motivation and engagement:
Drive to acquire: While financial incentives are not entirely disregarded, they are supplemented with opportunities for career growth, skill development, and meaningful work. Zimbabwean companies like Econet Wireless exemplify this by investing in employee training programmes and offering career advancement opportunities, thereby enhancing job satisfaction and loyalty.
Drive to bond: Building strong social connections within the workplace is crucial. Organisations like Delta Corporation have implemented team-building activities and community engagement projects, fostering a sense of belonging and purpose among employees. By creating a supportive and collaborative work environment, companies can enhance employee engagement and reduce turnover rates.
Drive to comprehend: Providing opportunities for continuous learning and intellectual stimulation is vital for maintaining employee motivation. In Zimbabwe, companies such as CBZ Holdings offer educational scholarships and professional development programmes, encouraging employees to pursue further education and expand their knowledge base. This not only benefits theemployees but also enhances the overall intellectual capital of the organisation.
Drive to defend: Ensuring the dignity and well-being of employees is paramount. This includes creating a safe and inclusive work environment where employees feel valued and respected. For instance, companies like Delta Corporation have implemented policies to promote diversity and inclusion, ensuring that all employees are treated with fairness and respect.
Practical examples
Zimbabwean companies are increasingly recognizing the importance of humanistic management practices andimplementing strategies to enhance workforce motivation andengagement.
Econet Wireless: Investing in people
Econet Wireless, a leading telecommunications company in Zimbabwe, has adopted a humanistic approach by investing significantly in employee development. The company offers extensive training programmes, mentorship opportunities, and career development initiatives. This focus on personal growth not only enhances employee skills and competencies but also fosters a sense of loyalty and commitment to the organisation. Econet’s investment in solar energy projects also reflects its commitment to sustainability and social responsibility, aligning with the humanistic drive to comprehend and defend.
Delta Corporation
Delta Corporation, one of Zimbabwe's largest beverage manufacturers, exemplifies the humanistic approach through its community development initiatives and inclusive workplace policies.
The company actively engages in community upliftment projects, such as funding local schools and healthcare facilities, demonstrating a commitment to the drive to bond and defend.
Additionally, Delta’s emphasis on diversity and inclusion in the workplace ensures that employees from various backgrounds feel valued and respected, enhancing overall employee engagement.
CBZ Holdings
CBZ Holdings, a prominent financial services group in Zimbabwe, emphasizes the importance of continuous learning and intellectual stimulation.
The company offers educational scholarships, professional development programs, and opportunities for employees to attend industry conferences and seminars.
By promoting a culture of learning, CBZ fosters the drive to comprehend, enabling employees to stay motivated and engaged in their work.
Conclusion
The transition from economistic to humanistic management represents a paradigm shift that is essential for the sustainable growth of organizations in Zimbabwe.
By recognising the limitations of extrinsic incentives and focusing on intrinsic motivation and dignity, companies can create a more engaged, productive, and loyal workforce.
Balancing the four drives — acquire, bond, comprehend, and defend — provides a holistic approach to employee motivation and engagement, fostering a positive work environment that promotes well-being and long-term success.
As Zimbabwean companies continue to navigate economic and social challenges, embracing humanistic management practices will be crucial in building resilient and innovative organisations.
The next article in this series will delve deeper into the humanistic perspective on organisational culture, exploring how it can further enhance employee motivation, engagement, and overall organisational performance.
- 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 consultgws@gmail.com