IN my previous articles, I explored the application of the humanistic perspective to various business practices, highlighting its potential to transform organisations and promote a more sustainable approach to leadership.
This final part of the series will delve deeper into the humanistic perspective, contrasting it with the dominant economistic view and illustrating its relevance in the context of Zimbabwe.
As Zimbabwean businesses navigate the complexities of a rapidly changing economy, it is essential to re-examine the underlying assumptions that drive strategic decisions. For too long, the economistic perspective has dominated our approach to business, prioritising shareholder value maximisation above all else.
However, this narrow focus has limitations. It is time to consider an alternative approach – the humanistic perspective.
Limitations of the economistic view
The economistic perspective, which has long shaped corporate strategies, is based on the belief that a company's main responsibility is to generate profits for its shareholders.
This view aligns with traditional capitalist doctrine, where companies are considered self-contained entities focused on maximising returns, often with little regard for the broader social and environmental impact of their operations.
In a country like Zimbabwe, where economic hardships have been widespread, this profit-centric approach has often led to short-term gains at the expense of long-term sustainability and societal well-being. One major drawback of the economistic perspective is its narrow focus on financial returns, often treating corporate citizenship as a secondary concern or a mere compliance issue. In Zimbabwe, where businesses operate in a fragile socio-economic environment characterised by high levels of poverty, unemployment, and inequality, this disconnection between financial objectives and social responsibilities is particularly concerning. The result is often superficial corporate citizenship initiatives that lack the depth, impact, and sustainability needed to address the underlying challenges faced by local communities.
For instance, certain companies in Zimbabwe have faced criticism for their superficial community projects that do not truly benefit the communities they are meant to help. These initiatives often seem to be more about improving the company's public image rather than genuinely caring about the well-being of society. These practices highlight the drawbacks of focusing solely on financial gains in the short term, rather than prioritising long-term social and environmental sustainability.
The humanistic perspective
In contrast to the economistic view, the humanistic perspective on corporate citizenship advocates for a more integrated approach, where businesses are not just profit-generating entities but are seen as integral parts of the broader social fabric.
This perspective emphasises the importance of aligning business strategies with the fundamental human drives to acquire, bond, comprehend, and defend, thereby creating value for all stakeholders.
The drive to acquire, while essential, is not limited to financial gain in the humanistic model. Instead, it encompasses the pursuit of knowledge, skills, and ethical practices that enhance the overall value of the business in a sustainable manner.
For instance, Zimbabwean companies that have embraced this broader view of acquisition, such as those in the agricultural sector, have invested in local capacity-building through training programmes that not only improve productivity but also uplift the livelihoods of smallholder farmers.
This approach contributes to the broader development of the agricultural sector and aligns with
the humanistic perspective's emphasis on shared value creation. The drive to bond underscores the significance of relationships and social cohesion within and beyond the organisation. Companies that prioritise this drive understand that their success is closely linked to the well-being of their employees, customers, suppliers, and the communities in which they operate.
In Zimbabwe, where the social fabric has been strained by economic challenges, businesses that foster strong relationships with their stakeholders are better positioned to navigate the complexities of the market.
For example, Delta Corporation, a leading beverage manufacturer, has consistently invested in community development initiatives, including educational and healthcare projects. These efforts have not only strengthened its ties with local communities but have also enhanced its corporate reputation and long-term sustainability.
The drive to comprehend refers to the human need for understanding, learning, and creativity.
In the corporate context, this drive manifests in the pursuit of innovation, continuous improvement, and the ability to adapt to changing circumstances.
Companies that embrace the humanistic perspective foster a culture of learning and innovation, encouraging employees to think creatively and contribute to the development of new products, services, and processes. Zimbabwean businesses that have successfully harnessed this drive are those that prioritise research and development, invest in employee training, and promote a culture of continuous improvement.
By doing so, they not only enhance their competitiveness but also contribute to the overall development of the economy.
Finally, the drive to defend encompasses the need for security, justice, and protection of rights. From a corporate citizenship standpoint, this drive is reflected in a company's commitment to ethical practices, transparency, and accountability.
Businesses that prioritise this drive are those that uphold the highest standards of corporate governance, ensuring that their operations are not only profitable but also socially and environmentally responsible.
In Zimbabwe, where corruption and unethical practices have undermined the credibility of many institutions, promoting ethical leadership is essential for restoring trust and confidence in the business sector.
Companies that have embraced this approach have implemented robust governance frameworks that promote transparency, ethical conduct, and accountability, thereby contributing to the stability and integrity of the business environment. Implementing humanistic corporate citizenship.
To effectively implement the humanistic perspective of corporate citizenship, Zimbabwean companies need to adopt a strategic approach that aligns their business objectives with broader social and environmental goals. This requires a shift in mind-set, where corporate citizenship is seen not as a peripheral activity but as a core component of business strategy.
Firstly, companies must move beyond the narrow focus on short-term financial gains and adopt a long-term view that prioritises sustainable development.
This involves investing in initiatives that not only generate profits but also create shared value for all stakeholders.
For instance, businesses in the manufacturing sector can explore opportunities to reduce their environmental footprint by adopting green technologies and sustainable production practices.
By doing so, they cannot only enhance their competitiveness but also contribute to the broader goal of environmental sustainability. To succeed, businesses must focus on creating an inclusive and collaborative culture where all stakeholders are respected and their voices are heard.
This means establishing platforms for open dialogue and engagement to involve employees, customers, suppliers, and community members in the decision-making process. In Zimbabwe, where trust in institutions has been damaged by economic instability, it is essential to rebuild trust through inclusive and participatory governance for long-term business success.
Additionally, companies need to invest in developing their human capital, recognising that their employees are their most valuable assets. This requires a commitment to continuous learning and development, providing employees with opportunities and resources to enhance their skills, knowledge, and creativity. By investing in their workforce, companies can improve productivity and foster loyalty an commitment among their employees, which is crucial for long-term success.
Finally, businesses must prioritise ethical leadership and governance, ensuring that their operations are conducted with integrity, transparency, and accountability. This involves establishing solid governance frameworks that promote ethical conduct, protect the rights of stakeholders, and ensure compliance with regulatory requirements. In Zimbabwe, where corruption and unethical practices have undermined institutional credibility, promoting ethical leadership is vital for restoring trust and confidence in the business sector.
Conclusion
The humanistic perspective has the potential to transform Zimbabwean business and promote a sustainable approach to leadership. It offers an alternative to the traditional economistic view by integrating the needs and aspirations of all stakeholders into the business strategy. Embracing this perspective can enhance competitiveness and contribute to sustainable development.
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 consultgws@gmail.com.
Future articles will explore humanistic management, human dignity, and the promotion of social
responsibility in Society 5.0. Case studies of organisations prioritising social responsibility,
employee welfare, and environmental sustainability will be examined to highlight the benefits of
a humanistic approach in the Zimbabwean context.
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 consultgws@gmail.com
Mabhachi is a freelance journalist and mobile communications and dynamic spectrum access Activist. — medatechzim@gmail.com.