Ethics

Managing Care

Managing Care

Introduction

The 21st century is characterized by significant paradigm changes, such as liberalization, privatization, and deregulation of overall economic and commercial activities and structure of the markets. These profound changes in the socio-economic environment of organisations and companies have led to numerous concomitant changes in management methods. Among these sensitive changes, ethical concerns in the company held an ever increasing issue, eventually leading to the establishment of ethical committees and codes. Another interesting aspect which fuels the internal regulation of ethics and individual behaviour in an organisation is the gradual disappearance of regulation macro-societal.

Another significant change which is challenging business organisations is the growing importance of personnel in an organisation and an increasing tendency where global economies are gradually shifting towards a services oriented or tertiary sector.

Human capital has acquired an integral position in an organisation. It has become increasingly important for an organisation to focus on the development of ethical and care value based policies. Such a structure will ensure that the organisation and the management commits to the needs of their workers. Such measures of conciliation, equality, and non discrimination are important tools to improve employee motivation and work environment, increasing the productivity of the company.

Historically, the role of individuals in an organization has transformed over the twentieth century from a mere status of labour. As the discipline of management evolved, the concept of human resource developed, which considered the individual as a resource to the company. The 21st century is highlighted by due emphasis on management terms, such as motivation, equality, talent, knowledge, diversity, creativity, non-discriminatory policy, and a work ethic culture.

Interestingly, the notion of Motivation is often taken as a fundamental success factor for an organisation, as it largely defines the achievement of organisational objectives, goals, missions and strategic vision. However, many organisations have realized the importance of these issues, yet continue to practice management that ignores the human factor. Additionally companies often tend to over emphasize on the periphery issue of motivation without devising proper structure and systems that promote the Care Value Base.

Hence companies often face the dilemma of shortage of qualified personnel and devise superficial ways to attract and retain human resources.

Another important evidence which strengthens the argument of this paper is the dawn of radical changes in the structure of the labour market. Monetary benefits and salary is no longer the essential component for an employee to keep in mind when selecting an organisation. Rather other considerations such as flexibility, personal development, and a non-discriminatory policy are important variables for an employee. Therefore recruitment and talent retention are some of the key issues that organisations are facing today.

Discussion

Building on our argument of motivation levels, research shows the presence of a profound connection between the management practices and organisational culture of a business and its financial performance. Companies that value their employees by providing them with a care oriented environment build special relationships with their human capital and, as a result, improve their organisational performance at all ...