IN previous articles, I have explored the principles of humanistic management and its potential to bring about transformation in Zimbabwean workplaces.
This week, I aim to delve deeper into the importance of humanistic approaches in shaping organisational culture, a vital component for business success.
As Zimbabwean companies navigate the complexities of a rapidly evolving business landscape, embracing a humanistic perspective on organisational culture is no longer just an option but a necessity.
Limits of economistic approaches
For many years, businesses in Zimbabwe have mainly focused on economic approaches to organisational culture, prioritising efficiency and profit above all else.
However, this narrow focus has often resulted in disengaged employees, limited innovation, and a lack of social responsibility (Kamango, 2020). The economic model emphasises financial rewards and performance metrics, often overlooking the fundamental human needs that drive long-term engagement and productivity (Pirson, 2018).
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For example, many companies have traditionally implemented "hire and fire" policies in the pursuit of short-term efficiency. Nevertheless, these practices have frequently resulted in a transient workforce, low morale, and limited loyalty.
Employees viewed as mere resources rather than essential parts of the organisational structure have little motivation to invest in their work beyond what is required. This approach stifles creativity and discourages the development of a cohesive, motivated team (Pirson, 2016).
Its power
Humanistic organisational cultures balance all four human drives: acquisition, bonding, comprehension and defence. This holistic approach fosters open, organic and continually evolving cultures that thrive through exchanges with the outside world.
Humanistic management emphasises the importance of relationships, inclusivity, and community, leading to increased employee engagement, creativity, and positive social impact (Pirson, 2016).
The desire to obtain things is still important, but cultures that value people's well-being do not only depend on money as a motivator. They recognise that employees want fulfilling work, chances to grow, and appreciation.
Companies in Zimbabwe, such as Econet Wireless, have made progress by investing in programmes to help employees develop. Econet offers comprehensive training and opportunities for career advancement, understanding that having a skilled and content workforce is essential for long-term success (Econet Wireless, 2024)
Building strong social connections within the workplace is essential for creating a humanistic culture. Companies that prioritise fostering the drive to bond create environments where employees feel valued and part of a larger community.
For example, Delta Corporation has implemented team-building activities and community engagement projects. These initiatives not only enhance workplace camaraderie, but also strengthen the company’s ties to the broader community, fostering a sense of belonging and purpose among employees.
The drive to comprehend, involving the pursuit of learning and meaning, is another critical component of humanistic cultures. Companies that support continuous learning and intellectual stimulation help maintain high levels of employee engagement.
CBZ Holdings, a leading financial services provider, exemplifies this approach by offering educational scholarships and professional development programmes (CBZ, 2023). Such initiatives encourage employees to pursue further education and stay abreast of industry trends, benefiting both the individual and the organisation.
Ensuring the dignity and well-being of employees is paramount in humanistic organisational cultures. This involves creating a safe, inclusive, and supportive work environment. Companies like Dairibord Holdings have made significant efforts in this area by implementing comprehensive health and wellness programmes (Dairibord Holdings, 2023).
These programmes address both physical and mental health, recognising that employees who feel secure and valued are more likely to be engaged and productive.
Conclusion
Zimbabwean businesses are adapting to a rapidly changing world and they are recognising the significance of adopting a humanistic approach to organisational culture.
Prioritising people, relationships, and positive impact can lead to increased innovation, productivity, and social responsibility. Humanistic management, with its emphasis on balancing the four human drives, offers a comprehensive framework for creating vibrant, engaged, and resilient workplaces.
The journey towards a more humanistic approach to business has just begun, and the benefits are already visible in the practices of leading Zimbabwean companies. Embracing this paradigm can not only improve internal dynamics but also have a positive impact on the broader society, setting a benchmark for sustainable and ethical business practices.
In the next article, I will further explore the humanistic perspective on business strategy, examining how Zimbabwean companies can align their goals with the needs of all stakeholders. Join me as we continue to uncover the transformative potential of humanistic management in shaping the future of business in Zimbabwe.
Acknowledgement: The article has been enhanced with the assistance of ChatGPT and refined with Grammarly.
- 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