Recognition, Reification, and Practices of Forgetting:
Ethical Implications of Human Resource Management
Gazi Islam
Received: 3 June 2011 / Accepted: 28 July 2012 / Published online: 17 August 2012
� Springer Science+Business Media B.V. 2012
Abstract This article examines the ethical framing of
employment in contemporary human resource management
(HRM). Using Axel Honneth’s theory of recognition and
classical critical notions of reification, I contrast recogni-
tion and reifying stances on labor. The recognition
approach embeds work in its emotive and social particu-
larity, positively affirming the basic dignity of social
actors. Reifying views, by contrast, exhibit a forgetfulness
of recognition, removing action from its existential and
social moorings, and imagining workers as bundles of
discrete resources or capacities. After discussing why
reification is a problem, I stress that recognition and reifi-
cation embody different ethical standpoints with regards to
organizational practices. Thus, I argue paradoxically that
many current HRM best practices can be maintained while
cultivating an attitude of recognition. If reification is a type
of forgetting, cultivating a recognition attitude involves
processes of ‘‘remembering’’ to foster work relations that
reinforce employee dignity.
Keywords Human resources � Recognition � Dignity �
Frankfurt School � Critical theory � Reification
Introduction
The rapid growth of Human Resource Management (HRM)
has involved attempts to frame HRM’s role in under-
standing the human consequences of the contemporary
world of work (Heery 2008). Such attempts have generated
discussions around the ethics of HRM (Pinnington et al.
2007), varying from principled and ‘‘purist’’ perspectives
drawn from moral theory and philosophy (Rowan 2000) to
more ‘‘user-friendly’’ approaches that mix ethical-theoret-
ical foundations and formulate managerial guidelines for
practice (Winstanley and Woodall 2000; Heery 2008).
More recent approaches to HRM have begun to emerge
from critical theory, focusing on ideological and exploit-
ative aspects of HRM, and challenging mainstream
approaches to ethics by combining a practice-based
approach with a critical lens (Greenwood 2002).
The growing importance of critical ethical approaches
brings with it an increased focus on ‘‘macro’’ critiques of
HRM (Townley 1993; Islam and Zyphur 2008), calling into
question the ethical grounding of the field in general
(Greenwood 2002). While traditional views frame human
resources as costs to be minimized or resources to be
deployed strategically, critical ethical views highlight the
potentially problematic idea of ‘‘using’’ people (Green-
wood 2002), inherent in such framings. In Simon’s (1951)
seminal work, the employee is defined as one who ‘‘permits
his behavior to be guided by a decision reached by another,
irrespective of his own judgment as to the merits of that
decision’’ (p. 21), a characte ...
This document discusses how ethical values are playing an increasingly influential role in shaping employee attitudes and behaviors regarding the psychological contract between employees and organizations. It proposes expanding the interpretive framework for psychological contracts to include an "ideology-infused" perspective, where employees may seek contributions from their employer that align with societal values or principles beyond just individual or mutual benefits. Breach of the psychological contract could then occur if an organization fails to deliver on contributions involving benefits to broader society or ethical standards, even if there is no direct impact on the employee. The document examines how personal ethical values and shared understandings of organizational ethics form important frameworks for how employees interpret organizations' obligations and behaviors.
This paper proposes a conceptual model to examine how coworkers react emotionally and behaviorally when a focal employee is entitled to advantageous outcomes through human resource (HR) differentiation. The model draws on deontic justice theory and incorporates coworkers' outcome favorability, leader-member exchange social comparisons, and perceptions of team climate. The model suggests coworkers may feel anger or contentment depending on these contextual factors, leading to approach or avoidance behaviors towards the focal employee and organization. The paper aims to provide a more holistic understanding of how HR differentiation impacts coworkers beyond just the focal employee.
critically analyze the article attached and post your article anal.docxrichardnorman90310
critically analyze the article attached and post your article analysis to the discussion forum. The original post content should be comprehensive, accurate, and persuasive. Major points should be clearly stated and well supported based upon knowledge gained throughout the program of study. You should not summarize the article but instead, point out areas of agreement with the article information based upon your knowledge of the content, areas of weakness and/or disagreement with the author(s) positions and overall analysis of the content under discussion.
Supporting research should be appropriate for academic discussion and address related concepts. As emerging academics, this is your opportunity to critically evaluate published research. You should also raise questions and seek clarifications from your classmates.
ORIGINAL PAPER
Decent Work: The Moral Status of Labor in Human Resource
Management
Miguel Alzola1
Received: 1 December 2015 / Accepted: 10 March 2017 / Published online: 24 June 2017
� Springer Science+Business Media Dordrecht 2017
Abstract In this paper, I aim to critically examine a set of
assumptions that pervades human resource management
and HR practices. I shall argue that they experience a
remarkable ethics deficit, explain why this is so, and
explore how the UN Global Compact labor principles may
help taking ethics seriously in HRM. This paper contributes
to the understanding and critical examination of the
undisclosed beliefs underlying theory and practice in
human resource management and to the examination of
how the UN Global Compact’s ideal of ‘‘decent work’’
may offer some promising avenues for the development of
ethics in HRM.
Keywords Human resource management � Ethics of
labor � UN Global Compact � Decent work � Property rights
[H]itherto there has been no alternative for those who
lived by their labour, but that of labouring either each
for himself alone, or for a master. But the civilizing
and improving influences of association, and the
efficiency and economy of production on a large
scale, may be obtained without dividing the produc-
ers into two parties with hostile interests and feelings,
the many who do the work being mere servants under
the command of the one who supplies the funds, and
having no interest of their own in the enterprise
except to earn their wages with as little labour as
possible. (John Stuart Mill, Principles of Political
Economy, Book IV, Chapter VII)
The central tenet of this article is that human resources
management research and practices experience a remark-
able ethics deficit, which can be explained by some—often
undisclosed—threshold assumptions and ideals about the
nature of the field and the economic and political institu-
tions in which it is embedded. The invitation of this paper
is to consider whether the United Nations Global Compact
can help remedy such a shortfall.1
The UNGC labor standards—which are derived from
the Internatio.
R E A D I N G 7 . 2The Management of Organizational Justic.docxaudeleypearl
This document discusses organizational justice and how managers can promote fairness in the workplace. It defines the three components of organizational justice: distributive justice (fairness of outcomes), procedural justice (fairness of decision-making processes), and interactional justice (fairness of interpersonal treatment). Managing for organizational justice can create benefits like increased trust, commitment, performance and customer satisfaction for organizations. The document provides suggestions for incorporating fairness into common managerial activities such as hiring, performance reviews, rewards systems, conflict management and downsizing.
The Role of Construction, Intuition, and Justification in.docxgertrudebellgrove
The Role of Construction, Intuition, and Justification in Responding to Ethical Issues at
Work: The Sensemaking-Intuition Model
Author(s): Scott Sonenshein
Source: The Academy of Management Review, Vol. 32, No. 4 (Oct., 2007), pp. 1022-1040
Published by: Academy of Management
Stable URL: https://www.jstor.org/stable/20159354
Accessed: 30-01-2020 08:53 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Academy of Management is collaborating with JSTOR to digitize, preserve and extend access
to The Academy of Management Review
This content downloaded from 131.170.21.110 on Thu, 30 Jan 2020 08:53:26 UTC
All use subject to https://about.jstor.org/terms
? Academy o? Management Review
2007, Vol. 32. No. 4, 1022-1040.
THE ROLE OF CONSTRUCTION, INTUITION,
AND JUSTIFICATION IN RESPONDING TO
ETHICAL ISSUES AT WORK: THE
SENSEMAKING-INTUITION MODEL
SCOTT SONENSHEIN
Rice University
Proponents of a popular view of how individuals respond to ethical issues at work
claim that individuals use deliberate and extensive moral reasoning under conditions
that ignore equivocality and uncertainty. I discuss the limitations of these "rationalist
approaches" and reconsider their empirical support using an alternative explanation
from social psychological and sensemaking perspectives. I then introduce a new
theoretical model composed of issue construction, intuitive judgment, and post hoc
explanation and justification. I discuss the implications for management theory,
methods, and practice.
Several prominent theories claim that individ
uals use deliberate and extensive moral reason
ing to respond to ethical issues, such as weigh
ing evidence and applying abstract moral
principles. These "rationalist approaches" have
flourished, in part, because of their cumulative
research agenda and the absence of well
developed alternative theoretical perspectives
(Randall & Gibson, 1990). Despite their popular
ity and usefulness, it is important to evaluate
these approaches to understand their limita
tions. I question several assumptions of ratio
nalist approaches and answer scholars' calls to
develop alternative theoretical views (OTallon
& Butterfield, 2005). I present a model based on
social psychological and sensemaking perspec
tives?something I call the "sensemaking
intuition model" (SIM).
I argue that individuals engage in sensemak
ing under conditions of equivocality and uncer
tainty (Weick, 1979, 1995). Individuals' expecta
tions and motivations affect this process such
that they vary in how they constr ...
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
The five main approaches of psychology are behavioral, cognitive, biological, humanistic, and psychodynamic. The behavioral approach focuses on how environmental stimuli shape learning and behavior. The cognitive approach examines internal mental processes like thinking and memory. The biological approach studies how biology and neuroscience influence behavior. The humanistic approach emphasizes self-actualization, free will, and human potential. The psychodynamic approach developed by Freud focuses on unconscious thoughts and drives and their influence on behavior. Each approach provides a different perspective on understanding human behavior and the mind.
How Emotional Labor and Ethical Leadership affect Job Engagement for Chinese ...Merklim
This study examines the relationships between emotional labor, job engagement, and ethical leadership for Chinese public servants. The study found that:
1) Authentic emotive expression relates positively to job engagement, while pretending to feel emotions relates negatively to job engagement.
2) Ethical leadership moderates the relationship between pretending and job engagement, such that higher ethical leadership lessens the negative impact of pretending on engagement.
3) Ethical leadership does not affect the relationship between authentic emotive expression and job engagement.
The study surveyed government employees in China to analyze how emotional labor, leadership, and engagement contribute to responsive public service.
This document discusses how ethical values are playing an increasingly influential role in shaping employee attitudes and behaviors regarding the psychological contract between employees and organizations. It proposes expanding the interpretive framework for psychological contracts to include an "ideology-infused" perspective, where employees may seek contributions from their employer that align with societal values or principles beyond just individual or mutual benefits. Breach of the psychological contract could then occur if an organization fails to deliver on contributions involving benefits to broader society or ethical standards, even if there is no direct impact on the employee. The document examines how personal ethical values and shared understandings of organizational ethics form important frameworks for how employees interpret organizations' obligations and behaviors.
This paper proposes a conceptual model to examine how coworkers react emotionally and behaviorally when a focal employee is entitled to advantageous outcomes through human resource (HR) differentiation. The model draws on deontic justice theory and incorporates coworkers' outcome favorability, leader-member exchange social comparisons, and perceptions of team climate. The model suggests coworkers may feel anger or contentment depending on these contextual factors, leading to approach or avoidance behaviors towards the focal employee and organization. The paper aims to provide a more holistic understanding of how HR differentiation impacts coworkers beyond just the focal employee.
critically analyze the article attached and post your article anal.docxrichardnorman90310
critically analyze the article attached and post your article analysis to the discussion forum. The original post content should be comprehensive, accurate, and persuasive. Major points should be clearly stated and well supported based upon knowledge gained throughout the program of study. You should not summarize the article but instead, point out areas of agreement with the article information based upon your knowledge of the content, areas of weakness and/or disagreement with the author(s) positions and overall analysis of the content under discussion.
Supporting research should be appropriate for academic discussion and address related concepts. As emerging academics, this is your opportunity to critically evaluate published research. You should also raise questions and seek clarifications from your classmates.
ORIGINAL PAPER
Decent Work: The Moral Status of Labor in Human Resource
Management
Miguel Alzola1
Received: 1 December 2015 / Accepted: 10 March 2017 / Published online: 24 June 2017
� Springer Science+Business Media Dordrecht 2017
Abstract In this paper, I aim to critically examine a set of
assumptions that pervades human resource management
and HR practices. I shall argue that they experience a
remarkable ethics deficit, explain why this is so, and
explore how the UN Global Compact labor principles may
help taking ethics seriously in HRM. This paper contributes
to the understanding and critical examination of the
undisclosed beliefs underlying theory and practice in
human resource management and to the examination of
how the UN Global Compact’s ideal of ‘‘decent work’’
may offer some promising avenues for the development of
ethics in HRM.
Keywords Human resource management � Ethics of
labor � UN Global Compact � Decent work � Property rights
[H]itherto there has been no alternative for those who
lived by their labour, but that of labouring either each
for himself alone, or for a master. But the civilizing
and improving influences of association, and the
efficiency and economy of production on a large
scale, may be obtained without dividing the produc-
ers into two parties with hostile interests and feelings,
the many who do the work being mere servants under
the command of the one who supplies the funds, and
having no interest of their own in the enterprise
except to earn their wages with as little labour as
possible. (John Stuart Mill, Principles of Political
Economy, Book IV, Chapter VII)
The central tenet of this article is that human resources
management research and practices experience a remark-
able ethics deficit, which can be explained by some—often
undisclosed—threshold assumptions and ideals about the
nature of the field and the economic and political institu-
tions in which it is embedded. The invitation of this paper
is to consider whether the United Nations Global Compact
can help remedy such a shortfall.1
The UNGC labor standards—which are derived from
the Internatio.
R E A D I N G 7 . 2The Management of Organizational Justic.docxaudeleypearl
This document discusses organizational justice and how managers can promote fairness in the workplace. It defines the three components of organizational justice: distributive justice (fairness of outcomes), procedural justice (fairness of decision-making processes), and interactional justice (fairness of interpersonal treatment). Managing for organizational justice can create benefits like increased trust, commitment, performance and customer satisfaction for organizations. The document provides suggestions for incorporating fairness into common managerial activities such as hiring, performance reviews, rewards systems, conflict management and downsizing.
The Role of Construction, Intuition, and Justification in.docxgertrudebellgrove
The Role of Construction, Intuition, and Justification in Responding to Ethical Issues at
Work: The Sensemaking-Intuition Model
Author(s): Scott Sonenshein
Source: The Academy of Management Review, Vol. 32, No. 4 (Oct., 2007), pp. 1022-1040
Published by: Academy of Management
Stable URL: https://www.jstor.org/stable/20159354
Accessed: 30-01-2020 08:53 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Academy of Management is collaborating with JSTOR to digitize, preserve and extend access
to The Academy of Management Review
This content downloaded from 131.170.21.110 on Thu, 30 Jan 2020 08:53:26 UTC
All use subject to https://about.jstor.org/terms
? Academy o? Management Review
2007, Vol. 32. No. 4, 1022-1040.
THE ROLE OF CONSTRUCTION, INTUITION,
AND JUSTIFICATION IN RESPONDING TO
ETHICAL ISSUES AT WORK: THE
SENSEMAKING-INTUITION MODEL
SCOTT SONENSHEIN
Rice University
Proponents of a popular view of how individuals respond to ethical issues at work
claim that individuals use deliberate and extensive moral reasoning under conditions
that ignore equivocality and uncertainty. I discuss the limitations of these "rationalist
approaches" and reconsider their empirical support using an alternative explanation
from social psychological and sensemaking perspectives. I then introduce a new
theoretical model composed of issue construction, intuitive judgment, and post hoc
explanation and justification. I discuss the implications for management theory,
methods, and practice.
Several prominent theories claim that individ
uals use deliberate and extensive moral reason
ing to respond to ethical issues, such as weigh
ing evidence and applying abstract moral
principles. These "rationalist approaches" have
flourished, in part, because of their cumulative
research agenda and the absence of well
developed alternative theoretical perspectives
(Randall & Gibson, 1990). Despite their popular
ity and usefulness, it is important to evaluate
these approaches to understand their limita
tions. I question several assumptions of ratio
nalist approaches and answer scholars' calls to
develop alternative theoretical views (OTallon
& Butterfield, 2005). I present a model based on
social psychological and sensemaking perspec
tives?something I call the "sensemaking
intuition model" (SIM).
I argue that individuals engage in sensemak
ing under conditions of equivocality and uncer
tainty (Weick, 1979, 1995). Individuals' expecta
tions and motivations affect this process such
that they vary in how they constr ...
MGMT665, MBA CapstoneLive Chat #3 Focus on Organizatio.docxLaticiaGrissomzz
MGMT665, MBA Capstone
Live Chat #3: Focus on Organizational Behavior & HRM
Dr. Joe Cappa
CTU Library— Quick Review General TourIBISWorld
CTU Library DatabasesIBISWorld
General Management ResponsibilitiesPlanning
Organizing
Leading
ControllingManages, controls, evaluates resources (people, capital, raw materials) current and future.Organizes and manages projects.
Leads teams.
Motivates, evaluates, & coaches teams; maintains oversight of processes; assesses progress toward goals.
Planning Tools
Diagrams for Visualizing Data
Affinity
Tree
More Complex Visualizations
Interrelationship Diagram
Matrix Diagrams
https://asq.org/quality-resources/matrix-diagram
An
L-shaped matrix relates two groups of items to each other (or one group to itself).
A
T-shaped matrix relates three groups of items: groups B and C are each related to A; groups B and C are not related to each other.
A
Y-shaped matrix relates three groups of items: each group is related to the other two in a circular fashion.
A
C-shaped matrix relates three groups of items all together simultaneously, in 3D.
An
X-shaped matrix relates four groups of items: each group is related to two others in a circular fashion.
A
roof-shaped matrix relates one group of items to itself; it is usually used along with an L- or T-shaped matrix.
Prioritization Matrix
https://www.process.st/prioritization-matrix/
Model
Example
Process Design Program Chart (PDPC)
https://www.benchmarksixsigma.com/
Model
Example
2nd PDPC Example
https://asq.org/quality-resources/process-decision-program-chart
Network Diagram Example
https://miro.com/blog/network-diagram/
Organizing ToolsOperations ManagementSix Sigma or DMAICOrder processing, warehouse management, & demand forecastingProject ManagementPert & Gantt chartsCalendarsEstablished goalsBudgetingSpreadsheets
Team Leadership ToolsEmployee Personalities (examples below):PeacemakerOrganizerRevolutionarySteamrollerCommunications Clear messagesMatch assignments to typeFeedbackTeam-building modelsAssessmentReasonable expectations/goalsFair evaluationGiving credit/rewardsCoachingDevelopmentProfessional developmentGoal-settingPromotions
Controlling ToolsAccounting & Finance PoliciesOperational Management Control System TechniquesActivity-based costingBalanced scorecardBenchmarkingCapital budgetingJust-in-TimeKaizen (continuous improvement)TQMProject management processesHR PoliciesProcedures
Subject Review: People, people, people
Management
Components of Management RoleManagemen.
The five main approaches of psychology are behavioral, cognitive, biological, humanistic, and psychodynamic. The behavioral approach focuses on how environmental stimuli shape learning and behavior. The cognitive approach examines internal mental processes like thinking and memory. The biological approach studies how biology and neuroscience influence behavior. The humanistic approach emphasizes self-actualization, free will, and human potential. The psychodynamic approach developed by Freud focuses on unconscious thoughts and drives and their influence on behavior. Each approach provides a different perspective on understanding human behavior and the mind.
How Emotional Labor and Ethical Leadership affect Job Engagement for Chinese ...Merklim
This study examines the relationships between emotional labor, job engagement, and ethical leadership for Chinese public servants. The study found that:
1) Authentic emotive expression relates positively to job engagement, while pretending to feel emotions relates negatively to job engagement.
2) Ethical leadership moderates the relationship between pretending and job engagement, such that higher ethical leadership lessens the negative impact of pretending on engagement.
3) Ethical leadership does not affect the relationship between authentic emotive expression and job engagement.
The study surveyed government employees in China to analyze how emotional labor, leadership, and engagement contribute to responsive public service.
This document provides an overview of perspectives in human resource management and the evolution of the field. It discusses three main management perspectives: 1) the scientific or closed system focused on control and efficiency; 2) the human relations or semi-open system incorporated some welfare practices but still emphasized top-down control; and 3) the open system views the organization as organic and emphasizes developing human resources as key to performance. The document then discusses personnel management and its replacement by the contemporary field of human resource management, which is oriented toward business strategy and competitive advantage. It proposes using models to analyze the impact of different "hard" and "soft" HRM approaches on organizational outcomes.
1) The document discusses implicit elements of human behavior that are important for public management, including motivation, attitude, and personality.
2) It introduces different management models and theories that can influence these implicit constituents in order to improve employee performance and public management effectiveness.
3) Specifically, it discusses how personality, attitudes, and motivations can be managed through approaches like McGregor's Theory X and Theory Y, which emphasize cooperation over strict control, in order to maximize employee effectiveness.
The document discusses the performance evaluation context and argues that it is a formal accountability mechanism embedded within a complex social, emotional, cognitive, political, and relationship context. It reviews past research on performance evaluation that has focused on instrumentation and process issues without fully considering this broader contextual backdrop. The paper proposes a framework grounded in affective events theory and emotion cycle theory to better understand the theoretical dynamics and outcomes of performance evaluation when considering the full social, emotional, cognitive, political, and relationship context.
This study examines the relationship between personality traits, organizational justice, and taking charge behavior within organizations. The researchers hypothesized that the personality trait of duty would be positively related to taking charge, whereas the trait of achievement striving would be negatively related. They also hypothesized that perceptions of both procedural and distributive justice at the organizational level would be positively related to taking charge. Across two samples, regression analyses generally supported these hypotheses, finding that duty increased taking charge whereas achievement striving decreased it, and that both forms of organizational justice increased taking charge. The study aims to provide an explanation for taking charge based on other-centered values rather than self-interest.
Running head TOPICS IN IO PSYCHOLOGY1TOPICS IN IO PSYCHOLOGY.docxagnesdcarey33086
Running head: TOPICS IN I/O PSYCHOLOGY 1
TOPICS IN I/O PSYCHOLOGY 2
Topics in Industrial/Organizational Psychology
John Q. Student
Columbia Southern University
Abstract
The paper presents an overview of seven topics in industrial/organizational (I/O) psychology. These topics include (a) authenticity and the future of I/O psychology, (b) reliability and validity of assessment measures within scientific research, (c) personality assessments, (d) organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB), (e) 360 degree feedback systems, (f) the multi-hurdle staffing model, and (g) the role of needs analysis in the training process. For each topic, the paper presents an overview, as well as the reason for selecting the topic. In addition, the paper presents information about the importance of each topic to the I/O psychology profession, plus any relevant social, ethical, or legal concerns.
Keywords: I/O psychology, authenticity, reliability, validity, personality assessments, OCB, CWB, 360 degree feedback, multi-source feedback (MSF), multi-hurdle staffing model, needs analysis in training development
Topics in Industrial/Organizational Psychology
The paper presents an overview of selected topics from each of seven chapters in the text by Landy and Conte (2009) addressed in the course. The key topics include authenticity, reliability and validity of research measures, personality assessments, organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB). In addition, the paper presents an overview of 360 degree systems, the multi-hurdle staffing model, and the role of needs analysis in developing a training program.
The topics follow the same order as the textbook chapters, and the paper presents a brief overview of each one, along with reasons for choosing the various topics and a brief description of how those topics are important to the I/O psychology profession. In addition, the paper presents any social, ethical, or legal concerns related to each topic. The paper does not present a central theme, but rather serves to demonstrate a grasp on key concepts within each chapter of the Landy and Conte (2009) text.
History and Future of I/O Psychology: Authenticity
Landy and Conte (2009) refer to the concept of authenticity as something or someone that is “real, genuine, not artificial” (p. 7). Authenticity is a new trend in I/O psychology—not found in the literature prior to 1999—reflecting society’s desire to grasp onto things and people that seem “real” in a world of ever-increasing virtual connectivity. I/O psychologists are noting that authenticity is “reflected in the search for ‘good work’ and inspirational leadership” (Landy & Conte, 2009, p. 8). Authenticity and the perception of how authentic a thing or person is will be important in future studies in the I/O psychology profession.
The primary reason for choosing authenticity is that I have long been interested in transformational.
Best perspectives to human resource management by Arrey Mbongaya Ivoivo arrey
Publication
Best perspectives to human resource management
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
P.O. Box 181 Limbe Cameroon
Content
1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management
1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system
1.2 Personnel management/ Personnel Manager
1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management
1.4 What is ‘Hard’ and ‘Soft’ HRM?
1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM)
1.6 The Human Resource Manager and his role
2.0 Attempting a framework for Human Resource Management(HRM)
2.1 Using HRM as a style, a strategy and an outcome
2.2 Is HRM a restatement of Personnel Management?
2.3 Is HRM a new managerial discipline?
2.4 HRM as a resource-based dimension of management
2.5 The Strategic and international possibilities of HRM
3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches.
3.1The Harvard Model
3.2The Michigan Model
3.3Guest comparative models
3.4The ‘Choice Model’ and its benefits.
4.0The influence of senior management and their Effectiveness
4.1 policy makers
4.2 senior managers and their frames of reference
4.3 The more effective the better the policies
4.4 The Japanese example
5.0 Conclusion, limitations and proposals
5.1HRM a widespread contemporary, evolving & contingent tool
5.2The ‘softness’ of HRM, “bundles” and performance
5.3 Holistic thinking, right and egalitarian based HRM
The moderating role of organizational tenure on the relationship between orga...Alexander Decker
This document discusses a study that examined the relationship between organizational culture and organizational citizenship behavior (OCB) in Ghana's banking industry, and whether that relationship is moderated by employee organizational tenure. The study found that organizational culture positively predicts OCB. Additionally, organizational tenure moderates the relationship such that employees with longer tenure are more likely to engage in OCB than those with shorter tenure. The findings are consistent with attraction-selection-attrition and human capital theories. The implications for practice and research are discussed.
Workplace Equity: Critique for Epistemological UsefulnessAJHSSR Journal
: This paper presents a logical critique to elucidate the central theme of workplace equity, as a
conscious phenomenon that directs workers’ sense of commitment in organizations. The understanding
produced thus become the logical framework upon which epistemological prescriptions where made for
inquiries, to explain, predict and even control the dynamics of equity in the world of walks. The paper identifies
equity as an individual worker’s feelings of how he/she is fairly treated with regards to self-inside; self-outside;
other-inside; and other-outside, as referents on work related issues. The paper contended that an individual’s
perception of workplace equity at any given time occurs in the psychological plain, and determined by the
individual’s experiences, circumstance, gender, marital status, referent, expectations, etc. Thus, it involves the
micro-level of analysis. The reactions of the individual to his perception of equity are both human and social
actions. However, because much of it happen in the psychological realm. It is not adequately captured through
the strict mathematical precision sought for in empirical epistemology. The paper therefore, subscribe to
constructivism or interpretism as the more valid epistemologies for constructing meanings in the subjective state
of the equity perceiver. Because of the objective reality contents in distributive phenomena in equity, the paper
further advocates for mixed epistemologies to direct inquiries closer to the truth on workplace equity.
The presentations should analyze the reading and its connections t.docxgabrielaj9
The presentations should analyze the reading and its connections to the concepts covered in the text in the previous weeks. Provide additional analysis that connects the reading to concepts (pro or con) from your own current organization of T-Mobile
Week Five Topic: "Organizational Justice;" how Senior Leadership can create a climate/culture that fosters fairness.
Text Reading 7.2 "The Management of Organizational Justice"
READING 7.2: The Management of Organizational Justice
Russell Cropanzano
David E. Bowen
Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful benefits for organizations and employees alike. These include greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict. We demonstrate the management of organizational justice with some suggestions for building fairness into widely used managerial activities. These include hiring, performance appraisal, reward systems, conflict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be economic institutions. Sometimes implicitly, other times explicitly, this “rational” perspective has shaped the relationship that many employers have with their workforce (Ashforth & Humphrey, 1995). Many organizations, for example, emphasize the quid pro quo exchange of monetary payment for the performance of concrete tasks (Barley & Kunda, 1992). These tasks are often rationally described via job analysis and formally appraised by a supervisor. Hierarchical authority of this type is legitimized based upon the manager’s special knowledge or expertise (Miller & O’Leary, 1989). Employee motivation is viewed as a quest for personal economic gain, so individual merit pay is presumed to be effective. Using the rational model, one can make a case for downsizing workers who are not contributing adequately to the “bottom line.” And the rational model is found at the heart of the short-term uptick in the stock price of firms that carry out aggressive cost-cutting measures (Pfeffer, 1998).
Businesses certainly are economic institutions, but they are not only economic institutions. Indeed, adherence to this paradigm without consideration of other possibilities can have problematic side effects. Merit pay is sometimes ineffective (Pfeffer & Sutton, 2006), downsizing often has pernicious long-term effects (Pfeffer, 1998), and bureaucratic management can straitjacket workers and reduce innovation. We should attend to economic matters, but also to the sense of duty that goes beyond narrowly defined quid pro quo exchanges. It includes the ethical obligations that one party has to the other. Members may want a lot of benefits, but they also want something more. Organizational justice—members’ sense of the moral propriety of how they are treated—is the “glue” that allows people to work tog.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
This document discusses the disconnect between the theoretical foundations of public administration and the actual practice of public service work. It argues that public administration theory has largely focused on "how" the work is done through an emphasis on efficiency, rationality, and scientific management principles. However, much public service work involves emotional labor and caring for others, which requires skills like empathy, compassion, and responsiveness. By examining the concept of emotional labor, the document aims to illuminate this missing element of caring and relational tasks in public administration theory. It also briefly reviews the development of the field and highlights how an ethic of care and service has been lacking compared to a focus on technical efficiency and administration as a science.
The document discusses six major theoretical perspectives in psychology: evolutionary, cognitive, psychodynamic, behavioral, sociocultural, and humanistic. It explains key aspects of each perspective, such as what they focus on and their views on topics like natural selection, how the mind processes information, the effects of unconscious desires on behavior, the impact of external factors like punishment and reward, social influences, and individual free will. The document also mentions that psychologists may use an eclectic approach combining multiple perspectives to study human behavior.
ETHICS, RIGHT, WRONG
ETHICS, RIGHT, WRONG 4
Ethics versus Right and Wrong
Exemplar Student Paper
Grand Canyon University: LDR800
Date Spelled out here
Ethics versus Right and Wrong
Ethics is a dynamic process between leaders, followers, and the environment that involves a decision-making process (Thoroughgood et al., 2018). This process is explained as a reflection of right and wrong actions (Mitchel, 2018), but also as a reflection of consequences based on regulations (Gluchman, 2017). Educators are concerned about ethical behaviors due to the increase of ethical issues in the workplace, and they understand the importance of explaining ethical behavior and the meaning of right and wrong in the decision-making process (Simonson, 2015).
Ethical behavior is perceived as a reflexive sense making process of right and wrong (Fatien Diochon & Nizet, 2019) that is related to morality because of their connection with the individuals’ values in the decision-making process (Mitchel, 2018). Companies implemented a set of rules and guidelines to promote appropriate behavior within the organization and to avoid misinterpretation of right and wrong actions (McCormick et al., 2018). Regulations are included to provide consequences that will help employees with a positive reasoning and to avoid the personal interpretations of what is correct and incorrect (Gluchman, 2017). The researchers emphasize in the creation of policies because this action minimizes the harm and helps employees and all entities related to the organization to know the companies’ expectations (McCormick et al., 2018).
The purpose of this paper is to analyze different approaches of ethics related to the concepts of right and wrong. Additionally, a rationale with an assumed position will be presented as well. Even when ethics have a specific role in the organizations, researchers have different explanations about the reasoning process of ethical behaviors. Taking into consideration the impact of ethics in the organizational field, it is important to discuss the different propositions of ethics versus right and wrong, and a rationale for an assumed position.
In Support of the Proposition
Ethics is a social process that involves judgments of behavior. Employees must understand the concepts of right and wrong in relationship with ethical behaviors because its social impact (Gluchman, 2017). Ethical behavior is perceived as a reflexive sense making process of what is right and wrong related to organizations’ regulations (Fatien Diochon & Nizet, 2019). Unethical employees are related to wrong decisions while ethical employees act accordingly to what is expected (Simonson, 2015). Many ethics courses work with the basics to help students differentiate ethical and unethical behaviors using the concepts of right and wrong actions (Lovett & Woolard, 2016).
To promote and support ethical behavior, it is important to understand what is right and wrong according to the poli ...
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations. It discusses key elements like people, structure, technology, and environment. It outlines fundamental concepts including that individuals differ, people are whole beings with needs and values, behavior is motivated, and human dignity is valuable. Organizations are social systems with formal and informal structures. The document also covers the historical development of the field and approaches like interdisciplinary, human resources, contingency, productivity, and systems approaches. It provides an example of how recognizing an individual's needs for recognition can improve their performance.
Why be moral in business a rawlsian approachMateen Yousuf
This document discusses a Rawlsian contractualist approach to moral motivation in business contexts. It argues that the desire to justify one's choices to others in reasonably acceptable terms provides a powerful reply to the question of why business people should prioritize ethics over immediate profits. It analyzes the desire to justify as distinct from other accounts of moral motivation like utilitarianism or deontological theories. The key point is that the contractualist conception links philosophical issues of ethics to motivational issues, as the desire to reasonably justify one's actions to others can motivate ethical behavior in business.
This document summarizes several theories of job satisfaction and classifies them. It discusses early theories like Scientific Management and Hawthorne Studies. Common classifications group theories based on their nature (content vs process) or chronological appearance. Content theories focus on what motivates people at work by identifying needs, drives, and incentives. Examples discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory. Process theories examine how satisfaction is formed through cognitive and behavioral processes. Expectancy theory and goal setting theory are mentioned as examples. The document aims to synthesize theories into a conceptual model that identifies each theory's contribution to understanding job satisfaction.
This document summarizes several theories of job satisfaction and classifies them. It discusses early theories like Scientific Management and Hawthorne Studies. Common classifications group theories based on their nature (content vs process) or chronological appearance. Content theories focus on what motivates people at work by identifying needs, drives, and incentives. Examples discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory. Process theories examine how satisfaction is formed through cognitive and behavioral processes. Expectancy theory and goal setting theory are mentioned as examples. The document aims to synthesize theories into a conceptual model that identifies each theory's contribution to understanding job satisfaction.
Stakeholder Management Capability:
A Discourse–Theoretical Approach Abe Zakhem
ABSTRACT. Since its inception, Stakeholder Manage-
ment Capability (SMC) has constituted a powerful
hermeneutic through which business organizations have
understood and leveraged stakeholder relationships. On
this model, achieving a high level of capability largely
depends on managerial ability to effectively bargain with
stakeholders and establish solidarity vis-à-vis the successful
negotiation, implementation, and execution of "win–
win" transactional exchanges. Against this account, it is
rightly pointed out that a transactional explanation of
stakeholder relationships, regarded by many as the bottom
line for stakeholder management, fails to provide mana-
gerial direction regarding how to resolve a variety of
normative stakeholder claims that resist commoditization.
In response to this issue, this paper has two overlapping
goals. It seeks to elaborate a discourse theoretical
approach to the problem by first drawing out Jurgen
Habermas’ theory of communicative action and delin-
eating the various types of rational discourse. Second, the
paper attempts to present concrete implications for SMC
relative to reshaping the contours of rational, process,
and transactional analysis in light of central discourse
theoretical conclusions.
KEY WORDS: critical theory, discourse ethics, stake-
holder management capability, stakeholder management
theory, communicative action
Introduction
Managerial stakeholder models often represent
attempts to understand and describe a wide variety of
business relationships as forms of transactional
exchange. In very general terms, transactional rela-
tionships involve the mutual and voluntary trade of
assets for gain. Now broadly construed, ‘‘assets’’
correspond to a wide range of tangible (e.g., capital
and labor) and intangible (e.g., goodwill and social
capital) interests and associated metrics. Since its ori-
ginal characterization (Freeman, 1984), the notion of
Stakeholder Management Capability (SMC) has
constituted one of the more influential and transac-
tional frameworks for understanding and leveraging
stakeholder relationships. Essentially, SMC involves
managerial analysis at rational, process, and transac-
tional levels. Corresponding to each level of analysis,
managers are charged with: 1) mapping stakeholders
and identifying their perceived stakes, 2) structuring
organizational processes to reflect and align organi-
zational and stakeholder goals and expectations, and
3) negotiating transactions or ‘‘bargains’’ with stake-
holders sufficient for ‘‘balancing’’ competing interests
and surfacing discontent. On this model, achieving a
high-level of capability, indeed, the very ‘‘bottom
line’’ for SMC, comes down to the success or failure
of transactional exchanges (Freeman, 1984, p.69).
Provided that managers execute ‘‘win–win’’
exchanges, SMC promises a powerful and useful
he.
human resource management theories-180218145217.pptxAmmarMughal11
This document outlines several prominent theories of human resource management. It discusses early developments in human resource management as a field of study in higher education in the 1980s. It then defines key terms like human resources and human resource management. The document proceeds to summarize several important theories that aim to improve job performance and worker motivation, including resource-based theory, organizational life cycle theory, strategic contingency theory, and human capital theory.
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
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This document provides an overview of perspectives in human resource management and the evolution of the field. It discusses three main management perspectives: 1) the scientific or closed system focused on control and efficiency; 2) the human relations or semi-open system incorporated some welfare practices but still emphasized top-down control; and 3) the open system views the organization as organic and emphasizes developing human resources as key to performance. The document then discusses personnel management and its replacement by the contemporary field of human resource management, which is oriented toward business strategy and competitive advantage. It proposes using models to analyze the impact of different "hard" and "soft" HRM approaches on organizational outcomes.
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2) It introduces different management models and theories that can influence these implicit constituents in order to improve employee performance and public management effectiveness.
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This study examines the relationship between personality traits, organizational justice, and taking charge behavior within organizations. The researchers hypothesized that the personality trait of duty would be positively related to taking charge, whereas the trait of achievement striving would be negatively related. They also hypothesized that perceptions of both procedural and distributive justice at the organizational level would be positively related to taking charge. Across two samples, regression analyses generally supported these hypotheses, finding that duty increased taking charge whereas achievement striving decreased it, and that both forms of organizational justice increased taking charge. The study aims to provide an explanation for taking charge based on other-centered values rather than self-interest.
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Running head: TOPICS IN I/O PSYCHOLOGY 1
TOPICS IN I/O PSYCHOLOGY 2
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John Q. Student
Columbia Southern University
Abstract
The paper presents an overview of seven topics in industrial/organizational (I/O) psychology. These topics include (a) authenticity and the future of I/O psychology, (b) reliability and validity of assessment measures within scientific research, (c) personality assessments, (d) organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB), (e) 360 degree feedback systems, (f) the multi-hurdle staffing model, and (g) the role of needs analysis in the training process. For each topic, the paper presents an overview, as well as the reason for selecting the topic. In addition, the paper presents information about the importance of each topic to the I/O psychology profession, plus any relevant social, ethical, or legal concerns.
Keywords: I/O psychology, authenticity, reliability, validity, personality assessments, OCB, CWB, 360 degree feedback, multi-source feedback (MSF), multi-hurdle staffing model, needs analysis in training development
Topics in Industrial/Organizational Psychology
The paper presents an overview of selected topics from each of seven chapters in the text by Landy and Conte (2009) addressed in the course. The key topics include authenticity, reliability and validity of research measures, personality assessments, organizational citizenship behaviors (OCB) and counterproductive work behaviors (CWB). In addition, the paper presents an overview of 360 degree systems, the multi-hurdle staffing model, and the role of needs analysis in developing a training program.
The topics follow the same order as the textbook chapters, and the paper presents a brief overview of each one, along with reasons for choosing the various topics and a brief description of how those topics are important to the I/O psychology profession. In addition, the paper presents any social, ethical, or legal concerns related to each topic. The paper does not present a central theme, but rather serves to demonstrate a grasp on key concepts within each chapter of the Landy and Conte (2009) text.
History and Future of I/O Psychology: Authenticity
Landy and Conte (2009) refer to the concept of authenticity as something or someone that is “real, genuine, not artificial” (p. 7). Authenticity is a new trend in I/O psychology—not found in the literature prior to 1999—reflecting society’s desire to grasp onto things and people that seem “real” in a world of ever-increasing virtual connectivity. I/O psychologists are noting that authenticity is “reflected in the search for ‘good work’ and inspirational leadership” (Landy & Conte, 2009, p. 8). Authenticity and the perception of how authentic a thing or person is will be important in future studies in the I/O psychology profession.
The primary reason for choosing authenticity is that I have long been interested in transformational.
Best perspectives to human resource management by Arrey Mbongaya Ivoivo arrey
Publication
Best perspectives to human resource management
Author: Ivo Arrey Mbongaya
African Centre for Community and Development
P.O. Box 181 Limbe Cameroon
Content
1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management
1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system
1.2 Personnel management/ Personnel Manager
1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management
1.4 What is ‘Hard’ and ‘Soft’ HRM?
1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM)
1.6 The Human Resource Manager and his role
2.0 Attempting a framework for Human Resource Management(HRM)
2.1 Using HRM as a style, a strategy and an outcome
2.2 Is HRM a restatement of Personnel Management?
2.3 Is HRM a new managerial discipline?
2.4 HRM as a resource-based dimension of management
2.5 The Strategic and international possibilities of HRM
3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches.
3.1The Harvard Model
3.2The Michigan Model
3.3Guest comparative models
3.4The ‘Choice Model’ and its benefits.
4.0The influence of senior management and their Effectiveness
4.1 policy makers
4.2 senior managers and their frames of reference
4.3 The more effective the better the policies
4.4 The Japanese example
5.0 Conclusion, limitations and proposals
5.1HRM a widespread contemporary, evolving & contingent tool
5.2The ‘softness’ of HRM, “bundles” and performance
5.3 Holistic thinking, right and egalitarian based HRM
The moderating role of organizational tenure on the relationship between orga...Alexander Decker
This document discusses a study that examined the relationship between organizational culture and organizational citizenship behavior (OCB) in Ghana's banking industry, and whether that relationship is moderated by employee organizational tenure. The study found that organizational culture positively predicts OCB. Additionally, organizational tenure moderates the relationship such that employees with longer tenure are more likely to engage in OCB than those with shorter tenure. The findings are consistent with attraction-selection-attrition and human capital theories. The implications for practice and research are discussed.
Workplace Equity: Critique for Epistemological UsefulnessAJHSSR Journal
: This paper presents a logical critique to elucidate the central theme of workplace equity, as a
conscious phenomenon that directs workers’ sense of commitment in organizations. The understanding
produced thus become the logical framework upon which epistemological prescriptions where made for
inquiries, to explain, predict and even control the dynamics of equity in the world of walks. The paper identifies
equity as an individual worker’s feelings of how he/she is fairly treated with regards to self-inside; self-outside;
other-inside; and other-outside, as referents on work related issues. The paper contended that an individual’s
perception of workplace equity at any given time occurs in the psychological plain, and determined by the
individual’s experiences, circumstance, gender, marital status, referent, expectations, etc. Thus, it involves the
micro-level of analysis. The reactions of the individual to his perception of equity are both human and social
actions. However, because much of it happen in the psychological realm. It is not adequately captured through
the strict mathematical precision sought for in empirical epistemology. The paper therefore, subscribe to
constructivism or interpretism as the more valid epistemologies for constructing meanings in the subjective state
of the equity perceiver. Because of the objective reality contents in distributive phenomena in equity, the paper
further advocates for mixed epistemologies to direct inquiries closer to the truth on workplace equity.
The presentations should analyze the reading and its connections t.docxgabrielaj9
The presentations should analyze the reading and its connections to the concepts covered in the text in the previous weeks. Provide additional analysis that connects the reading to concepts (pro or con) from your own current organization of T-Mobile
Week Five Topic: "Organizational Justice;" how Senior Leadership can create a climate/culture that fosters fairness.
Text Reading 7.2 "The Management of Organizational Justice"
READING 7.2: The Management of Organizational Justice
Russell Cropanzano
David E. Bowen
Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful benefits for organizations and employees alike. These include greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict. We demonstrate the management of organizational justice with some suggestions for building fairness into widely used managerial activities. These include hiring, performance appraisal, reward systems, conflict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be economic institutions. Sometimes implicitly, other times explicitly, this “rational” perspective has shaped the relationship that many employers have with their workforce (Ashforth & Humphrey, 1995). Many organizations, for example, emphasize the quid pro quo exchange of monetary payment for the performance of concrete tasks (Barley & Kunda, 1992). These tasks are often rationally described via job analysis and formally appraised by a supervisor. Hierarchical authority of this type is legitimized based upon the manager’s special knowledge or expertise (Miller & O’Leary, 1989). Employee motivation is viewed as a quest for personal economic gain, so individual merit pay is presumed to be effective. Using the rational model, one can make a case for downsizing workers who are not contributing adequately to the “bottom line.” And the rational model is found at the heart of the short-term uptick in the stock price of firms that carry out aggressive cost-cutting measures (Pfeffer, 1998).
Businesses certainly are economic institutions, but they are not only economic institutions. Indeed, adherence to this paradigm without consideration of other possibilities can have problematic side effects. Merit pay is sometimes ineffective (Pfeffer & Sutton, 2006), downsizing often has pernicious long-term effects (Pfeffer, 1998), and bureaucratic management can straitjacket workers and reduce innovation. We should attend to economic matters, but also to the sense of duty that goes beyond narrowly defined quid pro quo exchanges. It includes the ethical obligations that one party has to the other. Members may want a lot of benefits, but they also want something more. Organizational justice—members’ sense of the moral propriety of how they are treated—is the “glue” that allows people to work tog.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
This document discusses the disconnect between the theoretical foundations of public administration and the actual practice of public service work. It argues that public administration theory has largely focused on "how" the work is done through an emphasis on efficiency, rationality, and scientific management principles. However, much public service work involves emotional labor and caring for others, which requires skills like empathy, compassion, and responsiveness. By examining the concept of emotional labor, the document aims to illuminate this missing element of caring and relational tasks in public administration theory. It also briefly reviews the development of the field and highlights how an ethic of care and service has been lacking compared to a focus on technical efficiency and administration as a science.
The document discusses six major theoretical perspectives in psychology: evolutionary, cognitive, psychodynamic, behavioral, sociocultural, and humanistic. It explains key aspects of each perspective, such as what they focus on and their views on topics like natural selection, how the mind processes information, the effects of unconscious desires on behavior, the impact of external factors like punishment and reward, social influences, and individual free will. The document also mentions that psychologists may use an eclectic approach combining multiple perspectives to study human behavior.
ETHICS, RIGHT, WRONG
ETHICS, RIGHT, WRONG 4
Ethics versus Right and Wrong
Exemplar Student Paper
Grand Canyon University: LDR800
Date Spelled out here
Ethics versus Right and Wrong
Ethics is a dynamic process between leaders, followers, and the environment that involves a decision-making process (Thoroughgood et al., 2018). This process is explained as a reflection of right and wrong actions (Mitchel, 2018), but also as a reflection of consequences based on regulations (Gluchman, 2017). Educators are concerned about ethical behaviors due to the increase of ethical issues in the workplace, and they understand the importance of explaining ethical behavior and the meaning of right and wrong in the decision-making process (Simonson, 2015).
Ethical behavior is perceived as a reflexive sense making process of right and wrong (Fatien Diochon & Nizet, 2019) that is related to morality because of their connection with the individuals’ values in the decision-making process (Mitchel, 2018). Companies implemented a set of rules and guidelines to promote appropriate behavior within the organization and to avoid misinterpretation of right and wrong actions (McCormick et al., 2018). Regulations are included to provide consequences that will help employees with a positive reasoning and to avoid the personal interpretations of what is correct and incorrect (Gluchman, 2017). The researchers emphasize in the creation of policies because this action minimizes the harm and helps employees and all entities related to the organization to know the companies’ expectations (McCormick et al., 2018).
The purpose of this paper is to analyze different approaches of ethics related to the concepts of right and wrong. Additionally, a rationale with an assumed position will be presented as well. Even when ethics have a specific role in the organizations, researchers have different explanations about the reasoning process of ethical behaviors. Taking into consideration the impact of ethics in the organizational field, it is important to discuss the different propositions of ethics versus right and wrong, and a rationale for an assumed position.
In Support of the Proposition
Ethics is a social process that involves judgments of behavior. Employees must understand the concepts of right and wrong in relationship with ethical behaviors because its social impact (Gluchman, 2017). Ethical behavior is perceived as a reflexive sense making process of what is right and wrong related to organizations’ regulations (Fatien Diochon & Nizet, 2019). Unethical employees are related to wrong decisions while ethical employees act accordingly to what is expected (Simonson, 2015). Many ethics courses work with the basics to help students differentiate ethical and unethical behaviors using the concepts of right and wrong actions (Lovett & Woolard, 2016).
To promote and support ethical behavior, it is important to understand what is right and wrong according to the poli ...
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how people act within organizations. It discusses key elements like people, structure, technology, and environment. It outlines fundamental concepts including that individuals differ, people are whole beings with needs and values, behavior is motivated, and human dignity is valuable. Organizations are social systems with formal and informal structures. The document also covers the historical development of the field and approaches like interdisciplinary, human resources, contingency, productivity, and systems approaches. It provides an example of how recognizing an individual's needs for recognition can improve their performance.
Why be moral in business a rawlsian approachMateen Yousuf
This document discusses a Rawlsian contractualist approach to moral motivation in business contexts. It argues that the desire to justify one's choices to others in reasonably acceptable terms provides a powerful reply to the question of why business people should prioritize ethics over immediate profits. It analyzes the desire to justify as distinct from other accounts of moral motivation like utilitarianism or deontological theories. The key point is that the contractualist conception links philosophical issues of ethics to motivational issues, as the desire to reasonably justify one's actions to others can motivate ethical behavior in business.
This document summarizes several theories of job satisfaction and classifies them. It discusses early theories like Scientific Management and Hawthorne Studies. Common classifications group theories based on their nature (content vs process) or chronological appearance. Content theories focus on what motivates people at work by identifying needs, drives, and incentives. Examples discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory. Process theories examine how satisfaction is formed through cognitive and behavioral processes. Expectancy theory and goal setting theory are mentioned as examples. The document aims to synthesize theories into a conceptual model that identifies each theory's contribution to understanding job satisfaction.
This document summarizes several theories of job satisfaction and classifies them. It discusses early theories like Scientific Management and Hawthorne Studies. Common classifications group theories based on their nature (content vs process) or chronological appearance. Content theories focus on what motivates people at work by identifying needs, drives, and incentives. Examples discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's needs theory. Process theories examine how satisfaction is formed through cognitive and behavioral processes. Expectancy theory and goal setting theory are mentioned as examples. The document aims to synthesize theories into a conceptual model that identifies each theory's contribution to understanding job satisfaction.
Stakeholder Management Capability:
A Discourse–Theoretical Approach Abe Zakhem
ABSTRACT. Since its inception, Stakeholder Manage-
ment Capability (SMC) has constituted a powerful
hermeneutic through which business organizations have
understood and leveraged stakeholder relationships. On
this model, achieving a high level of capability largely
depends on managerial ability to effectively bargain with
stakeholders and establish solidarity vis-à-vis the successful
negotiation, implementation, and execution of "win–
win" transactional exchanges. Against this account, it is
rightly pointed out that a transactional explanation of
stakeholder relationships, regarded by many as the bottom
line for stakeholder management, fails to provide mana-
gerial direction regarding how to resolve a variety of
normative stakeholder claims that resist commoditization.
In response to this issue, this paper has two overlapping
goals. It seeks to elaborate a discourse theoretical
approach to the problem by first drawing out Jurgen
Habermas’ theory of communicative action and delin-
eating the various types of rational discourse. Second, the
paper attempts to present concrete implications for SMC
relative to reshaping the contours of rational, process,
and transactional analysis in light of central discourse
theoretical conclusions.
KEY WORDS: critical theory, discourse ethics, stake-
holder management capability, stakeholder management
theory, communicative action
Introduction
Managerial stakeholder models often represent
attempts to understand and describe a wide variety of
business relationships as forms of transactional
exchange. In very general terms, transactional rela-
tionships involve the mutual and voluntary trade of
assets for gain. Now broadly construed, ‘‘assets’’
correspond to a wide range of tangible (e.g., capital
and labor) and intangible (e.g., goodwill and social
capital) interests and associated metrics. Since its ori-
ginal characterization (Freeman, 1984), the notion of
Stakeholder Management Capability (SMC) has
constituted one of the more influential and transac-
tional frameworks for understanding and leveraging
stakeholder relationships. Essentially, SMC involves
managerial analysis at rational, process, and transac-
tional levels. Corresponding to each level of analysis,
managers are charged with: 1) mapping stakeholders
and identifying their perceived stakes, 2) structuring
organizational processes to reflect and align organi-
zational and stakeholder goals and expectations, and
3) negotiating transactions or ‘‘bargains’’ with stake-
holders sufficient for ‘‘balancing’’ competing interests
and surfacing discontent. On this model, achieving a
high-level of capability, indeed, the very ‘‘bottom
line’’ for SMC, comes down to the success or failure
of transactional exchanges (Freeman, 1984, p.69).
Provided that managers execute ‘‘win–win’’
exchanges, SMC promises a powerful and useful
he.
human resource management theories-180218145217.pptxAmmarMughal11
This document outlines several prominent theories of human resource management. It discusses early developments in human resource management as a field of study in higher education in the 1980s. It then defines key terms like human resources and human resource management. The document proceeds to summarize several important theories that aim to improve job performance and worker motivation, including resource-based theory, organizational life cycle theory, strategic contingency theory, and human capital theory.
Similar to Recognition, Reification, and Practices of ForgettingEthica.docx (20)
Mr. Bush, a 45-year-old middle school teacher arrives at the emergen.docxaudeleypearl
Mr. Bush, a 45-year-old middle school teacher arrives at the emergency department by EMS ground transport after he experienced severe mid-sternal chest pain at work. On arrival to the ED:
a. What priority interventions would you initiate?
b. What information would you require to definitively determine what was causing Mr. Bush’s chest pain?
.
Movie Project Presentation Movie TroyInclude Architecture i.docxaudeleypearl
Movie Project Presentation: Movie: Troy
Include: Architecture in the movie. Historical research to figure out if the movie did a good job of representing the art historical past of not. Anything in the movie that are related to art or art history. And provide its outline and bibliography (any website source is acceptable as well)
.
Motivation and Retention Discuss the specific strategies you pl.docxaudeleypearl
Motivation and Retention
Discuss the specific strategies you plan to use to motivate individuals from your priority
population to participate in your program and continue working on their behavior change.
You can refer to information you obtained from the Potential Participant Interviews. You
also can search the literature for strategies that have been successfully used in similar
situations; be sure to cite references in APA format.
.
Mother of the Year In recognition of superlative paren.docxaudeleypearl
The document discusses Facebook's decision in 2015 to change the "like" button on the platform. It describes how Chris Cox, Facebook's chief product officer, led discussions about overhauling the button. The like button had become a blunt tool, and Cox wanted to expand the range of emotions that users could express beyond just "liking" something. This would become the "Reactions" feature, allowing responses like love, haha, wow, sad, and angry. The change took over a year to develop and test before being publicly launched.
Mrs. G, a 55 year old Hispanic female, presents to the office for he.docxaudeleypearl
Mrs. G, a 55 year old Hispanic female, presents to the office for her annual exam. She reports that lately she has been very fatigued and just does not seem to have any energy. This has been occurring for 3 months. She is also gaining weight since menopause last year. She joined a gym and forces herself to go twice a week, where she walks on the treadmill at least 30 minutes but she has not lost any weight, in fact she has gained 3 pounds. She doesn’t understand what she is doing wrong. She states that exercise seems to make her even more hungry and thirsty, which is not helping her weight loss. She wants get a complete physical and to discuss why she is so tired and get some weight loss advice. She also states she thinks her bladder has fallen because she has to go to the bathroom more often, recently she is waking up twice a night to urinate and seems to be urinating more frequently during the day. This has been occurring for about 3 months too. This is irritating to her, but she is able to fall immediately back to sleep.
Current medications:
Tylenol 500 mg 2 tabs daily for knee pain. Daily multivitamin
PMH:
Has left knee arthritis. Had chick pox and mumps as a child. Vaccinations up to
date.
GYN hx:
G2 P1. 1 SAB, 1 living child, full term, wt 9lbs 2 oz. LMP 15months ago. No history of abnormal Pap smear.
FH:
parents alive, well, child alive, well. No siblings. Mother has HTN and father has high cholesterol.
SH:
works from home part time as a planning coordinator. Married. No tobacco history, 1-2 glasses wine on weekends. No illicit drug use
Allergies
: NKDA, allergic to cats and pollen. No latex allergy
Vital signs
: BP 129/80; pulse 76, regular; respiration 16, regular
Height 5’2.5”, weight 185 pounds
General:
obese female in no acute distress. Alert, oriented and cooperative.
Skin
: warm dry and intact. No lesions noted
HEENT:
head normocephalic. Hair thick and distribution throughout scalp. Eyes without exudate, sclera white. Wears contacts. Tympanic membranes gray and intact with light reflex noted. Pinna and tragus nontender. Nares patent without exudate. Oropharynx moist without erythema. Teeth in good repair, no cavities noted. Neck supple. Anterior cervical lymph nontender to palpation. No lymphadenopathy. Thyroid midline, small and firm without palpable masses.
CV
: S1 and S2 RRR without murmurs or rubs
Lungs
: Clear to auscultation bilaterally, respirations unlabored.
Abdomen
- soft, round, nontender with positive bowel sounds present; no organomegaly; no abdominal bruits. No CVAT.
Labwork:
CBC
:
WBC 6,000/mm3 Hgb 12.5 gm/dl Hct 41% RBC 4.6 million MCV 88 fl MCHC
34 g/dl RDW 13.8%
UA:
pH 5, SpGr 1.013, Leukocyte esterase negative, nitrites negative, 1+ glucose; small protein; negative for ketones
CMP:
Sodium 139
Potassium 4.3
Chloride 100
CO2 29
Glucose 95
BUN 12
Creatinine 0.7
GFR est non-AA 92 mL/min/1.73 GFR est AA 101 mL/min/1.73 Calcium 9.5
Total protein 7.6 Bilirubin, total 0.6 Alkaline.
Mr. Rivera is a 72-year-old patient with end stage COPD who is in th.docxaudeleypearl
Mr. Rivera is a 72-year-old patient with end stage COPD who is in the care of Hospice. He has a history of smoking, hypertension, obesity, and type 2 Diabetes. He is on Oxygen 2L per nasal cannula around the clock. His wife and 2 adult children help with his care. Develop a concept map for Mr. Rivera. Consider the patients Ethnic background (he and his family are from Mexico) and family dynamics. Please use the
concept map
form provided.
.
Mr. B, a 40-year-old avid long-distance runner previously in goo.docxaudeleypearl
Mr. B, a 40-year-old avid long-distance runner previously in good health, presented to his primary provider for a yearly physical examination, during which a suspicious-looking mole was noticed on the back of his left arm, just proximal to the elbow. He reported that he has had that mole for several years, but thinks that it may have gotten larger over the past two years. Mr. B reported that he has noticed itchiness in the area of this mole over the past few weeks. He had multiple other moles on his back, arms, and legs, none of which looked suspicious. Upon further questioning, Mr. B reported that his aunt died in her late forties of skin cancer, but he knew no other details about her illness. The patient is a computer programmer who spends most of the work week indoors. On weekends, however, he typically goes for a 5-mile run and spends much of his afternoons gardening. He has a light complexion, blonde hair, and reports that he sunburns easily but uses protective sunscreen only sporadically.
Physical exam revealed: Head, neck, thorax, and abdominal exams were normal, with the exception of a hard, enlarged, non-tender mass felt in the left axillary region. In addition, a 1.6 x 2.8 cm mole was noted on the dorsal upper left arm. The lesion had an appearance suggestive of a melanoma. It was surgically excised with 3 mm margins using a local anesthetic and sent to the pathology laboratory for histologic analysis. The biopsy came back Stage II melanoma.
1. How is Stage II melanoma treated and according to the research how effective is this treatment?
250 words.
.
Moving members of the organization through the change process ca.docxaudeleypearl
Moving members of the organization through the change process can be quite difficult. As leaders take on this challenge of shifting practice from the current state to the future, they face the obstacles of confidence and competence experienced by staff. Change leaders understand the importance of recognizing their moral purpose and helping others to do the same. Effective leaders foster moral purpose by building relationships, considering other’s perspectives, demonstrating respect, connecting others, and examining progress (Fullan & Quinn, 2016). For this Discussion, you will clarify your own moral perspective and how it will impact the elements of focusing direction.
To prepare:
· Review the Adams and Miskell article. Reflect on the measures taken in building capacity throughout the organization.
· Review Fullan and Quinn’s elements of Focusing Direction in Chapter 2. Reflect on aspects needed to build capacity as a leader.
· Analyze the two case examples used to illustrate focused direction in Chapter 2.
· Clarify your own moral purpose, combining your personal values, persistence, emotional intelligence, and resilience.
A brief summary clarifying your own moral imperative.
· Using the guiding questions in Chapter 2 on page 19, explain your moral imperative and how you can use your strengths to foster moral imperative in others.
· Based on Fullan’s information on change leadership, in which areas do you feel you have strong leadership skills? Which areas do you feel you need to continue to develop?
Learning Resources
Required Readings
Fullan, M., & Quinn, J. (2016).
Coherence: The right drivers in action for schools, districts, and systems
. Thousand Oaks, CA: Corwin.
Chapter 2, “Focusing Direction” (pp. 17–46)
Florian, L. (Ed.). (2014).
The SAGE handbook of special education
(2nd ed.). London, England: Sage Publications Ltd.
Chapter 23, “Researching Inclusive Classroom Practices: The Framework for Participation” (389–404)
Chapter 31, “Assessment for Learning and the Journey Towards Inclusion” (pp. 523–536)
Adams, C.M., & Miskell, R.C. (2016). Teacher trust in district administration: A promising line of inquiry. Journal of Leadership for Effective and Equitable Organizations, 1-32. DOI: 10.1177/0013161X1665220
Choi, J. H., Meisenheimer, J. M., McCart, A. B., & Sailor, W. (2016). Improving learning for all students through equity-based inclusive reform practices effectiveness of a fully integrated school-wide model on student reading and math achievement. Remedial and Special Education, doi:10.1177/0741932516644054
Sailor, W. S., & McCart, A. B. (2014). Stars in alignment. Research and Practice for Persons with Severe Disabilities, 39(1), 55-64. doi: 10.1177/1540796914534622
Required Media
Grand City Community
Laureate Education (Producer) (2016c).
Tracking data
[Video file]. Baltimore, MD: Author.
Go to the Grand City Community and click into
Grand City School District Administration Offices
. Revie.
Mr. Friend is acrime analystwith the SantaCruz, Califo.docxaudeleypearl
Mr. Friend is a
crime analyst
with the Santa
Cruz, California,
Police
Department.
Predictive Policing: Using Technology to Reduce Crime
By Zach Friend, M.P.P.
4/9/2013
Nationwide law enforcement agencies face the problem
of doing more with less. Departments slash budgets
and implement furloughs, while management struggles
to meet the public safety needs of the community. The
Santa Cruz, California, Police Department handles the
same issues with increasing property crimes and
service calls and diminishing staff. Unable to hire more
officers, the department searched for a nontraditional
solution.
In late 2010 researchers published a paper that the
department believed might hold the answer. They
proposed that it was possible to predict certain crimes,
much like scientists forecast earthquake aftershocks.
An “aftercrime” often follows an initial crime. The time and location of previous criminal activity helps to
determine future offenses. These researchers developed an algorithm (mathematical procedure) that
calculates future crime locations.1
Equalizing Resources
The Santa Cruz Police Department has 94 sworn officers and serves a population of 60,000. A
university, amusement park, and beach push the seasonal population to 150,000. Department personnel
contacted a Santa Clara University professor to apply the algorithm, hoping that leveraging technology
would improve their efforts. The police chief indicated that the department could not hire more officers.
He felt that the program could allocate dwindling resources more efficiently.
Santa Cruz police envisioned deploying officers by shift to the most targeted locations in the city. The
predictive policing model helped to alert officers to targeted locations in real time, a significant
improvement over traditional tactics.
Making it Work
The algorithm is a culmination of anthropological and criminological behavior research. It uses complex
mathematics to estimate crime and predict future hot spots. Researchers based these studies on
In Depth
Featured Articles
- IAFIS Identifies Suspect from 1978 Murder Case
- Predictive Policing: Using Technology to Reduce
Crime
- Legal Digest Part 1 - Part 2
Search Warrant Execution: When Does Detention Rise to
Custody?
- Perspective
Public Safety Consolidation: Does it Make Sense?
- Leadership Spotlight
Leadership Lessons from Home
Archive
- Web and Print
Departments
- Bulletin Notes - Bulletin Honors
- ViCAP Alerts - Unusual Weapons
- Bulletin Reports
Topics in the News
See previous LEB content on:
- Hostage Situations - Crisis Management
- School Violence - Psychopathy
About LEB
- History - Author Guidelines (pdf)
- Editorial Staff - Editorial Release Form (pdf)
Patch Call
Known locally as the
“Gateway to the Summit,”
which references the city’s
proximity to the Bechtel Family
National Scout Reserve. More
The patch of the Miamisburg,
Ohio, Police Department
prominently displays the city
seal surroun.
Mr. E is a pleasant, 70-year-old, black, maleSource Self, rel.docxaudeleypearl
Mr. E is a pleasant, 70-year-old, black, male
Source: Self, reliable source
Subjective:
Chief complaint:
“I urinate frequently.”
HPI:
Patient states that he has had an increase in urination for the past several years, which seems to be worsening over the past year. He estimates that he urinates clear/light yellow urine approximately every 1.5-2 hours while awake and is up 2-4 times at night to urinate. He states some urgency and hesitancy with urination and feeling of incomplete voiding. He denies any pain or blood. Denies any head trauma. Denies any increase in thirst or hunger. He denies any unintentional weight loss.
Allergies
: NKA
Current Mediations
:
Multivitamin, daily
Aspirin, 81 mg, daily
Olmesartan, 20 mg daily
Atorvastatin, 10 mg daily
Diphenhydramine, 50 mg, at night
Pertinent History:
Hypertension, hyperlipidemia, insomnia
Health Maintenance. Immunizations:
Immunizations up to date
Family History:
No cancer, cardiac, pulmonary or autoimmune disease in immediate family members
Social History:
Patient lives alone. He drinks one cup of caffeinated coffee each morning at the local diner. He denies any nicotine, alcohol or drug use.
ROS:
Incorporated into HPI
Objective:
VS
– BP: 118/68, HR: 86, RR: 16, Temp 97.6, oxygenation 100%, weight: 195 lbs, height: 70 inches.
Mr. E is alert, awake, oriented x 3. Patient is clean and dressed appropriate for age.
Cardiac: No cardiomegaly or thrills; regular rate and rhythm, no murmur or gallop
Respiratory: Clear to auscultation
Abdomen: Bowel sounds positive. Soft, nontender, nondistended, no hepatomegaly
Neuro: CN 2-12 intact
Renal/prostate: Prostate enlarged, non-tender. No asymmetry or nodules palpated
Labs:
Test Name
Result
Units
Reference Range
Color
Yellow
Yellow
Clarity
Clear
Clear
Bilirubin
Negative
Negative
Specific Gravity
1.011
1.003-1.030
Blood
Negative
Negative
pH
7.5
4.5-8.0
Nitrite
Negative
Negative
Leukocyte esterase
Negative
Negative
Glucose
Negative
mg/dL
Negative
Ketones
Negative
mg/dL
Negative
Protein
Negative
mg/dL
Negative
WBC
Negative
/hpf
Negative
RBC
Negative
/hpf
Negative
Lab
Pt’s Result
Range
Units
Sodium
137
136-145
mmol/L
Potassium
4.7
3.5-5.1
mmol/L
Chloride
102
98-107
mmol/L
CO2
30
21-32
mmol/L
Glucose
92
70-99
mg/dL
BUN
7
6-25
mg/dL
Creat
1.6
.8-1.3
mg/dL
GFR
50
>60
Calcium
9.6
8.2-10.2
mg/dL
Total Protein
8.0
6.4-8.2
g/dL
Albumin
4.5
3.2-4.7
g/dL
Bilirubin
1.1
<1.1
mg/dL
Alkaline Phosphatase
94
26-137
U/L
AST
25
0-37
U/L
ALT
55
15-65
U/L
Pt’s results
Normal Range
Units
WBC
9.9
3.4 - 10.8
x10E3/uL
RBC
4.0
3.77 - 5.28
x10E6/uL
Hemoglobin
11.5
11.1 - 15.9
g/dL
H.
Motor Milestones occur in a predictable developmental progression in.docxaudeleypearl
Motor Milestones occur in a predictable developmental progression in young children. They begin with reflexive movements that develop into voluntary movement patterns. For the motor milestone of independent walking, there are many precursor reflexes that must first integrate and beginning movement patterns that must be learned. Explain the motor progression of walking in a child, starting with the integration of primitive reflexes to the basic motor skills needed for a child to walk independently. Discuss at which time frame each milestone occurs from birth to walking (12-18 months of age). What are some reasons why a child could be delayed in walking? At what age is a child considered delayed in walking and in need of intervention? What interventions are available to children who are having difficulty walking? Please be sure to use APA citations for all sources used to formulate your answers.
.
Most women experience their closest friendships with those of th.docxaudeleypearl
Most women experience their closest friendships with those of the same sex. Men have suffered more of a stigma in terms of sharing deep bonds with other men. Open affection and connection is not actively encouraged among men. Recent changes in society might impact this, especially with the advent of the meterosexual male. “The meterosexual male is less interested in blood lines, traditions, family, class, gender, than in choosing who they want to be and who they want to be with” (Vernon, 2010, p. 204).
In this week’s reading material, the following philosophers discuss their views on this topic: Simone de Beauvoir, Thomas Aquinas, MacIntyre, Friedman, Hunt, and Foucault. Make sure to incorporate their views as you answer each discussion question. Think about how their views may be similar or different from your own. In at least 250 words total, please answer each of the following, drawing upon your reading materials and your personal insight:
To what extent do you think women still have a better opportunity to forge deeper friendships than men? What needs to change to level the friendship playing field for men, if anything?
How is the role of the meterosexual man helping to forge a new pathway for male friendships?
.
Most patients with mental health disorders are not aggressive. Howev.docxaudeleypearl
Most patients with mental health disorders are not aggressive. However, it is important for nurses to be able to know the signs and symptoms associated with the five phases of aggression, and to appropriately apply nursing interventions to assist in treating aggressive patients. Please read the case study below and answer the four questions related to it.
Aggression Case Study
Christopher, who is 14 years of age, was recently admitted to the hospital for schizophrenia. He has a history of aggressive behavior and states that the devil is telling him to kill all adults because they want to hurt him. Christopher has a history of recidivism and noncompliance with his medications. One day on the unit, the nurse observes Christopher displaying hypervigilant behaviors, pacing back and forth down the hallway, and speaking to himself under his breath. As the nurse runs over to Christopher to talk, he sees that his bedroom door is open and runs into his room and shuts the door. The nurse responds by attempting to open the door, but Christopher keeps pulling the door shut and tells the nurse that if the nurse comes in the room he will choke the nurse. The nurse responds by calling other staff to assist with the situation.
1. What phase of the aggression cycle is Christopher in at the beginning of this scenario? What phase is he in at the end the scenario? (State the evidence that supports your answers).
2. What interventions could have been implemented to prevent Christopher from escalating at the beginning of the scenario?
3. What interventions should the nurse take to deescalate the situation when Christopher is refusing to open his door?
4. If a restrictive intervention (restraint/seclusion) is used, what are some important steps for the nurse to remember?
SCHOLAR NURSING ARTICLE>>>APA FORMAT>>>
.
Most of our class readings and discussions to date have dealt wi.docxaudeleypearl
Most of our class readings and discussions to date have dealt with the issue of ethics and ethical behavior. Various philosophers have made contributions to jurisprudence including how to apply ethical principles (codes of conduct?) to ethical dilemma.
Your task is to watch the Netflix documentary ‘The Social Dilemma.’ If you cannot currently access Netflix it offers a free trial opportunity, which you can cancel after viewing the documentary. Should this not be an option for whatever reason, then please email me and we will create an alternative ethics question.
DUE DATE: Tuesday, Sept. 29, 2020 by noon
SEND YOUR NO MORE THAN 5 PAGE DOUBLE SPACED RESPONSE TO MY EMAIL ADDRESS. LATE PAPERS SUBJECT TO DOWNGRADING
As critics have written, the documentary showcases ways our minds are twisted and twirled by social media companies like Facebook, Twitter, and Google through their platforms and search engines, and the why of what they are doing, and what must be done to stop it.
After watching the movie, respond to the following questions in the order given. Use full sentences and paragraphs, and start off each section by stating the question you are answering. Be succinct.
What are the critical ethical issues identified?
What concerns are raised over the polarization of society and promulgation of fake news?
What is the “attention-extraction model” of software design and why worry?
What is “surveillance capitalism?”
Do you agree that social media warps your perceptions of reality?
Who has the power and control over these social media platforms – software designers, artificial intelligence (Ai), CEOs of media platforms, users, government?
Are social media platforms capable of self-regulation to address the political and ethical issues raised or not? If not, then should government regulate?
What other actions can be taken to address the basic concern of living in a world “…where no one believes what’s true.”
.
Most people agree we live in stressful times. Does stress and re.docxaudeleypearl
Stress may contribute to illness according to some research cited in textbooks. The question asks whether stress and reactions to stress can lead to health issues, and opinions should be supported by evidence from course materials. References in APA format are required.
Most of the ethical prescriptions of normative moral philosophy .docxaudeleypearl
Most of the ethical prescriptions of normative moral philosophy tend to fall into one of the following three categories: deontology, consequentialism, and virtue ethics. These categories in turn put an emphasis on different normative standards for judging what constitutes right and wrong actions.
Moral psychologists and behavioral economists such as Jonathan Haidt and Dan Ariely take a different approach: focusing not on some normative ethical framework for moral judgment, but rather on the psychological foundations of moral intuition and on the limitations that our human frailty places on real-world honesty, decency, and ethical commitments.
In this context, write a short essay (minimum 400 words) on what you see as the most important differences between the traditional normative philosophical approaches and the more recent empirical approach of moral psychology when it comes to ethics. As part of your answer also make sure that you discuss the implications of these differences.
Deadline reminder:
this assignment is
due on June 14th
. Any assignments submitted after that date will lose 5 points (i.e., 20% of the maximum score of 25 points) for each day that they are submitted late. Accordingly, after June 14th, any submissions would be worth zero points and at that time the assignment inbox will close.
.
Most healthcare organizations in the country are implementing qualit.docxaudeleypearl
Most healthcare organizations in the country are implementing quality improvement programs to save lives, enhance customer satisfaction, and reduce the cost of healthcare services. Limited human and material resources often undermine such efforts. Zenith Hospital in a rural community has 200 beds. Postsurgical patients tend to contract infections at the surgical site, requiring extended hospitalization. Mr. Jones—75 years old—was admitted to Zenith Hospital for inguinal hernia repairs. He was also hypertensive, with a compromised immune system. Two days after surgery, he acquired an infection at the surgical site, with elevated temperature, and then he developed septicemia. His condition worsened, and he was moved to isolation in the intensive care unit (ICU). A day after transfer to the ICU, he went into ventricular arrhythmia and was placed on a respirator and cardiac monitoring machine. Intravenous fluids, antibiotics, and antipyretics could not bring the fever down, and blood analysis continued to deteriorate.
The hospital infection control unit got involved. The team confirmed that postsurgical infections were on the increase, but the hospital was unable to identify the sources of infection. The surgery unit and surgical team held meetings to understand possible sources of infection. The team leader had earlier reported to management that they needed to hire more surgical nurses, arguing that nurses in the unit were overworked, had to go on leave, and often worked long hours without break.
Mr. Jones’ family members were angry and wanted to know the source of his infection, why he was on the respirator in isolation, and why his temperature was not coming down. Unfortunately, his condition continued to deteriorate. His daughter invited the family’s legal representative to find out what was happening to her father and to commence legal proceedings.
Then, the healthcare manager received information that two other patients were showing signs of postsurgical infection. The healthcare manager and care providers acknowledged the serious quality issues at Zenith Hospital, particularly in the surgical unit. The healthcare manager wrote to the Chairman of the Hospital Board, seeking approval to implement a quality improvement program. The Board held an emergency meeting and approved the manager’s request. The healthcare manager has invited you to support the organization in this process.
Please address the following questions in your response:
What are successful approaches for gaining a shared understanding of the problem?
How can effective communication be implemented?
What is a qualitative approach that helps in identifying the quality problem?
What tools can provide insight into understanding the problem?
In quality improvement, what does appreciative inquiry help do?
What is a benefit of testing solutions before implementation?
What is a challenge that is inherent in the application of the plan, do, study, act (PDSA) method?
What .
More work is necessary on how to efficiently model uncertainty in ML.docxaudeleypearl
More work is necessary on how to efficiently model uncertainty in ML and NLP, as well as how to represent uncertainty resulting from big data analytics.
Pages - 4
Excluding the required cover page and reference page.
APA format 7 with an introduction, a body content, and a conclusion.
No Plagiarism
.
Mortgage-Backed Securities and the Financial CrisisKelly Finn.docxaudeleypearl
Mortgage-Backed Securities and the Financial Crisis
Kelly Finn
FNCE 4302
Mortgage-Backed Securities (MBS) are “pass-through” bundles of housing debt sold as investment vehicles
A mortgage-backed security, MBS, is a type of asset-backed security that pays investors regular payments, similar to a bond. It gets the title as a “pass-through” because the security involves several entities in the origination and securitization process (where the asset is identified, and where it is used as a base to create a new investment instrument people can profit off of).
Key Players involved in the MBS Process
[Mortgage] Lenders: banks who sell mortgages to GSE’s
GSE: Government Sponsored Entities created by the US Government to make owning property more accessible to Americans
1938: Fannie Mae (FNMA): Federal National Mortgage Assoc.
1970: Freddie Mac (FHLMC): Federal Home Loan Mortgage Corp.
Increase mortgage borrowing
Introduce competitor to Fannie Mae
1970: Ginnie Mae (GNMA): Government National Mortgage Assoc.
US Government: Treasury: implicit commitment of providing support in case of trouble
The several entities involved in the process make MBS a “pass-through”. Here we have 3 main entities that we’ll call “Key Players” for the purpose of this presentation which aims to provide you with a basic and simple explanation of MBS and their role in the financial crisis.
GSE’s created by the US Government in 1938
Part of FDR’s New Plan during Great Depression
Purpose: make owning property more accessible to more Americans
GSE (ex. Fannie Mae) buys mortgages (debt) from banks, & then pools mortgages into little bundles investors can buy (securitization)
Bank’s mortgage is exchanged with GSE’s cash
Created liquid secondary market for mortgages
Result:
1) Bank has more cash to lend out to people
2) Now all who want to a house (expensive) can get the money needed to buy one!
Where MBS came from & when
Yay for combatting homelessness and increasing quality of life for the common American!
Thanks Uncle Sam!
MBS have been around for a long time. Officially in the US, they have their origins in government. During the Great Depression in the 1930s, President Franklin Delano Roosevelt signed into creation Fannie Mae that was brought about to help ease American citizen’s difficulty in becoming homeowners. The sole purpose of a GSE thus was to not make profit, but to promote citizen welfare in regards to housing. Seeing that it was created by regulatory government powers, it earned the title of Government Sponsored Entity, which we will abbreviate as GSE. 2 other GSE’s in housing were created in later decades like Freddie Mae, to further stimulate the mortgage market alongside Fannie, and Ginnie which did a similar thing but only for certain groups of people (Veterans, etc) and to a much smaller scale.
How MBS works: Kelly is a homeowner looking to borrow a lot of money
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Recognition, Reification, and Practices of ForgettingEthica.docx
1. Recognition, Reification, and Practices of Forgetting:
Ethical Implications of Human Resource Management
Gazi Islam
Received: 3 June 2011 / Accepted: 28 July 2012 / Published
online: 17 August 2012
� Springer Science+Business Media B.V. 2012
Abstract This article examines the ethical framing of
employment in contemporary human resource management
(HRM). Using Axel Honneth’s theory of recognition and
classical critical notions of reification, I contrast recogni-
tion and reifying stances on labor. The recognition
approach embeds work in its emotive and social particu-
larity, positively affirming the basic dignity of social
actors. Reifying views, by contrast, exhibit a forgetfulness
of recognition, removing action from its existential and
social moorings, and imagining workers as bundles of
discrete resources or capacities. After discussing why
2. reification is a problem, I stress that recognition and reifi-
cation embody different ethical standpoints with regards to
organizational practices. Thus, I argue paradoxically that
many current HRM best practices can be maintained while
cultivating an attitude of recognition. If reification is a type
of forgetting, cultivating a recognition attitude involves
processes of ‘‘remembering’’ to foster work relations that
reinforce employee dignity.
Keywords Human resources � Recognition � Dignity �
Frankfurt School � Critical theory � Reification
Introduction
The rapid growth of Human Resource Management (HRM)
has involved attempts to frame HRM’s role in under-
standing the human consequences of the contemporary
world of work (Heery 2008). Such attempts have generated
discussions around the ethics of HRM (Pinnington et al.
2007), varying from principled and ‘‘purist’’ perspectives
drawn from moral theory and philosophy (Rowan 2000) to
more ‘‘user-friendly’’ approaches that mix ethical-theoret-
3. ical foundations and formulate managerial guidelines for
practice (Winstanley and Woodall 2000; Heery 2008).
More recent approaches to HRM have begun to emerge
from critical theory, focusing on ideological and exploit-
ative aspects of HRM, and challenging mainstream
approaches to ethics by combining a practice-based
approach with a critical lens (Greenwood 2002).
The growing importance of critical ethical approaches
brings with it an increased focus on ‘‘macro’’ critiques of
HRM (Townley 1993; Islam and Zyphur 2008), calling into
question the ethical grounding of the field in general
(Greenwood 2002). While traditional views frame human
resources as costs to be minimized or resources to be
deployed strategically, critical ethical views highlight the
potentially problematic idea of ‘‘using’’ people (Green-
wood 2002), inherent in such framings. In Simon’s (1951)
seminal work, the employee is defined as one who ‘‘permits
his behavior to be guided by a decision reached by another,
4. irrespective of his own judgment as to the merits of that
decision’’ (p. 21), a characterization that seems to deprive
humans of basic freedoms of conscience. While such
authors do not discuss this aspect of employment relations
as inherently problematic, some ethics scholars questioned
the ethicality of contemporary workplace relationships
(Nussbaum 2006) as well as HRM (e.g., Pless and Maak
G. Islam (&)
Grenoble Ecole de Management, 12 Rue Pierre Semard,
38000 Grenoble, France
e-mail: [email protected]
G. Islam
Insper Institute for Education and Research, 300 Rua Quatá,
Vila Olimpia, São Paulo, SP 04546-042, Brazil
123
J Bus Ethics (2012) 111:37–48
DOI 10.1007/s10551-012-1433-0
2004), as reducing human beings to material or financial
5. resources and thus depriving them of their relational or
other essential aspects.
To be sure, HRM focuses on ‘‘human capital’’ within
organizations (Foss 2008; van Marrewijk and Timmers
2003) to enhance organizational productivity, framing
individuals as means to organizational ends. Selection
processes focus on job-specific individual and team
knowledge, skills, and abilities (grouped together in the
general ‘‘knowledge, skills, and abilities’’ or ‘‘KSAs’’;
Guion 1998), training and development practices focus on
firm-specific competencies and relational habits that are
difficult to copy (van Marrewijk and Timmers 2003), and
psychological contracts in firms tend to be increasingly
transactional, focusing on short-term market exchanges
(Rousseau 1995). That human agency is treated in an
‘‘instrumental’’ fashion by such features of HRM could
have implications for the basic dignity of workers (Sayer
2007). It would be problematic if all instrumentality con-
6. stituted a breach of dignity; however, because such a strict
ethical criterion might invalidate any goal-directed
behavior. We thus need to explore the conditions under
which treating work instrumentally diminishes human
dignity, and in what ways instrumentality might be con-
sistent with dignity. Ideally, such an examination would
attempt to outline how instrumental action can be best
reconciled with views that recognize the full social worth
of human beings.
This article uses a recognition-theoretic view (Honneth
1995a) to provide a conceptual undergirding for a critical
ethical examination of HRM, employing Honneth’s (2008a)
reformulation of the notion of reification to explore how
reifying views of work can undermine workers’ ability to
grasp the moral weight of their actions. Following Honneth
(2008a), reifying work is not immoral in terms of an external
moral standard, but rather as a misrecognition of those forms
of sociality that make organized work possible in the first
7. place. As a proponent of the fundamental value of work
within a well-lived life, Honneth provides an ideal basis for a
critical ethics perspective in HRM. Building on earlier dis-
cussions of reification (Lukacs 1971), contemporary HRM
can be critiqued, not for valuing the wrong things, but for
misrepresenting the value bases underlying work systems, a
distinction that will carry practical implications.
The remainder of this article unfolds as follows: after
briefly summarizing a recognition-theoretic view of work,
I overview the notion of reification, discussing how
employees become reified through HRM practices. I then
discuss reification as a problem of recognition, using rec-
ognition theory as a normative compass with which to
critique work practices that reflect a ‘‘forgetfulness of
recognition.’’ Next, I discuss the possibility of a non-
reifying HRM approach, engaging in instrumental action
while avoiding reification. Finally, I respond to limitations
of the recognition-theoretic view, outlining areas for future
8. development.
Recognition and the Ethics of Work
The recognition-theoretic perspective begins with the idea
that human self-esteem and dignity are constituted inter-
subjectively through participation in forms of social life,
including working life and political and social participation
(Honneth 1995a). Participation, in recognition theory,
always involves an implicit, basic positive or affirmative
social gesture, a standpoint of interpersonal recognition. By
recognition, Honneth (2008a; Honneth and Margalit 2001)
suggests a pre-cognitive affirmation of the social-affective
bond between members of a society. In other words, before
‘‘cognizing’’ the identities, traits and preferences of a
person, we have to ‘‘recognize’’ their status as autonomous
and agentic. Recognition, according to Honneth (2008a)
underlies all forms of sociality, even those that, as we will
see, he terms reifying. The latter, he claims, are pathologies
of misrecognition, and involve ‘‘forgotten’’ or repressed
9. recognition.
The notion of intersubjective recognition, key to Hon-
neth’s theory, developed from an elaboration and extension
of Hegel’s early Jena writings (Honneth 1995a, b), which
explored the philosophical roots of Hobbes’ social contract
theory. To Hegel, social relations could not be solely based
on contractual/legal forms of sociability, because the
mutual recognition of legal rights already presupposed a
more primitive form of recognition, namely, the acknowl-
edgement that others are similar to oneself in having needs
and vulnerabilities. The universalization and articulation of
this notion of the ‘‘concrete’’ individual gives rise to an
‘‘institutionalized recognition order’’ (Fraser and Honneth
2003) establishing the idea of a formalized legal person
with rights (Honneth 1995a, b). This general right-bearing
person, further, strives to become an ‘‘I’’ or subject,
standing against the community from which his/her per-
sonhood arose to critically evaluate and seek esteem as a
10. productive individual (Honneth 1995a, b). In a dialectic
progression between different ‘‘recognition orders,’’ the
affective concrete individual thus becomes a formal legal
entity, then attempts to express his/her individuality and
gain esteem through forms of work. Work therefore rep-
resents an advanced stage of identity consolidation that,
following upon a foundation of universal rights and inter-
subjective care, is a key aspect of an ethical (i.e., well-
lived, flourishing) life.
Without pursuing the Hegelian roots of recognition
theory further, we see that formalized contractual relations
(such as an employment contract) presume a conception of
38 G. Islam
123
individuals as worthy of concern and acknowledgment. In
turn, these relations lay the foundation for individuals’
attempts to seek esteem and merit from within a commu-
11. nity of civic relations. Thus, recognition takes the varied
forms of concern, rights, and esteem, with each form
tending toward the next.
For Honneth (2008a), these different forms of recogni-
tion all involve positive affirmations of one’s fellow human
beings. ‘‘Positive,’’ however, does not refer to positive
emotions toward the person or support for their behavior
(Honneth 2008a). It is rather an acknowledgment that
peoples’ agency must be reckoned with as participants in
society, that individuals be seen first and foremost as
beings with subjectivity and a point of view (for a critique,
see Butler 2008). Conversely, failing to acknowledge or
recognize individuals leads to a state of invisibility or
social alienation (Honneth and Margalit 2001). Applied to
employee relations, recognition is thus different from
attitudes like organizational identification, value alignment,
or person-organization fit, and provides for a basis of sol-
idarity while allowing for value conflicts. Rather than
12. identification, Honneth and Margalit (2001) describe rec-
ognition as a kind of ‘‘motivational readiness’’ to engage
others as moral actors whose states are worthy of articu-
lation, irrespective of differences in values or identities.
Honneth views recognition as basic to social organiza-
tion, as grounding personal autonomy and self-realization.
However, he resists charges of instrumentalism or ‘‘func-
tionalism,’’ arguing that, rather than a cause of healthy
social relations, recognition constitutes social relations per
se. Recognition is not desirable because of its instrumental
outcomes but because it grounds instrumental social rela-
tions themselves (Honneth 2002). This distinction is useful
because, unlike utilitarian views of ethics, it does not frame
ethics in terms of instrumental outcomes. More impor-
tantly, however, it does not preclude instrumental or
functional social behavior (which would make it difficult to
apply to most contemporary organizations), but affirms that
instrumental behavior finds its ultimate ground in the self-
13. realization of social actors made possible through recog-
nition. This second aspect makes it ideal for studying work
relations, by reconciling instrumentalist, interest-based and
principled justice views (e.g., Greenwood 2002).
In addition, beyond its critical potential, recognition theory
also rescues the work concept from overly cognitive con-
ceptions of social interaction (Moll 2009). For example,
Honneth’s mentor, Habermas (e.g. 1981), locates ethicality in
‘‘communicative rationality,’’ within the processes of inter-
subjective truth-finding, dissociating ethics from instrumental
conceptions of action, which are directed toward functional
aspects of society. Honneth (1995b), departing from this tra-
dition, argues that Habermas had abandoned work as an
ethical mode of being, and that instrumental action should
not be dismissed as irrelevant to the ethical sphere. Yet work,
and instrumental action generally, can also promote habits of
forgetting whereby we deny, repress, or misrecognize the
ethical basis of our work (Honneth 2008a, 1995b). Neither
14. ‘‘unethical’’ in the sense of breaking ethical codes (Wiley
2000) nor ‘‘erroneous’’ in the sense of making category mis-
takes (Honneth 2008a), such misrecognitions involve taking
an inauthentic stance toward work, failing to understand what
it is that one is actually doing while acting. In a similar way
that for Habermas (1981), rational communication presup-
poses that one cares about, or has a stake in, the ability for
people to reach consensus, for Honneth, coordinated social
interaction presupposes that actors care about or have a stake
in mutual acknowledgement.
Despite this presupposition, however, when work
interactions are goal directed, we may neglect this under-
lying basis in interpersonal recognition, treating organiza-
tional goals as if they existed independently of human
intentions and shared projects. This does not change the
social nature of work, but may promote neglect of this
aspect. Because the immediate object of work involves a
product or service, the production of which is the explicit
15. goal of a work system, the underlying social bases of the
system may remain below consciousness, and risk being
forgotten altogether. Although intersubjective recognition
does not itself constitute an object of work, but rather a
‘‘grammar’’ (Honneth 1995a, b) of work, its underlying
structuration of the work sphere provides a basis for col-
laboration and instrumental labor. Reification is the term
Honneth (2008a) uses to describe the various processes that
promote a misrecognition, forgetting or neglect of this
underlying relation at work, and reification is thus a useful
concept to discuss as a basis for HRM.
Human Resources and the Problem of Reification
While labor discussions have tended to frame issues of
worker well-being in terms of economic welfare (Gill
1999), an ongoing debate within critical theory involves the
extent to which systemic critique should involve primarily
economic questions of material redistribution or symbolic
issues of identity and values (Fraser 1995; Fraser and
16. Honneth 2003). Honneth and coworker (2003) argues that
the history of labor conflict is marked by struggles to
defend ‘‘ways of life,’’ not simply gain material benefits
(c.f. Thompson 1924/1993), and thus understanding ethical
worker relations must involve a recognition of work as part
of an ethical human striving for a ‘‘good life.’’ Recognition
theory (Honneth 1995a, b) argues that such a good life
involves the striving of actors to achieve work-related
goals that are considered valuable in a community of
relationships.
Recognition, Reification, and Human Resources 39
123
Because HRM specializes in the administration of
human action, motivation, and relationships at work, it
must contain an (implicit or explicit) concept of employee
agency. According to Kallinikos (2003), ‘‘The consider-
ation of the models of human agency, underlying the
17. constitution of the workplace during the past 100 years or
so, seems to be essential to the project of understanding
the key behavioral premises of current economic and
labor developments.’’ (p. 596). The concept of reification
(Lukacs 1971; Honneth 2008a; Berger and Pullberg 1966)
contributes to the understanding of organizational life a
particular vision of the relationship between human agents
and the products of their labor. According to Lukacs
(1971), the meaning people attribute to work depends on
the relations they take with the objects of their labor, as
well as their co-workers; these relationships shape not only
the products of labor but the worker’s ideas of themselves
as well. Lukacs’ (1971) formulation of the concept
involved the modern essentializing of work, such that the
products of contemporary labor practices appear as inde-
pendent of the social processes by which they were con-
structed (Jay 2008). Obscuring the work processes
underlying social products then made such products appear
18. as fact-like, deterministic constraints on agents rather than
as reflections of their own agency (Whyte 2003).
Applied to the world of employment relations, forms of
sociality thus reified begin to look like duties and obliga-
tions, rather than as freely entered forms of social inter-
action. The facticity of social relations makes social actors
appear as objects, either of duties and obligations, on the
one hand, or as objects of manipulation and profit, on the
other. Such objectification feeds back into the self-concepts
of actors (Whyte 2003), and they begin to see themselves
in fact-like terms, as bearers or owners of traits, exemplars
of categories, and holders of human ‘‘capital’’ such as
KSA’s, rather than as free agents whose self-expression is
realized in and through such traits and categories.
Following this logic, according to Honneth (2008a),
reification has three progressive aspects for the subjects of
commodity exchange. First, actors come to view their
environments as composed of ‘‘objects’’ that serve as
19. constraints or opportunities for commodity exchange.
Second, they learn to view their fellow human beings as
‘‘objects’’ of economic transaction. Finally, they come to
see themselves as ‘‘objects,’’ defined by what they can offer
to others in terms of commodity exchange and human
capital. Each of these forms of reification is related to the
others in that each decontextualizes its respective objects
from their origins in networks of social recognition,
viewing things, others, or themselves in isolated, disem-
bedded terms (Berger and Pullberg 1966).
How do HRM practices fit into the reification story?
Are there specific practices that are in themselves reifying,
or that force people into thing-like relations with each other?
Honneth suggests that social practices can promote, but do
not determine, reification, a point of view that attempts to
engage in social critique without presenting a deterministic
view of social circumstances. Rather, as emphasized by
practice theorists (e.g., Feldman and Orlikowsky 2011),
20. HRM practices can promote ways of thinking about work
and simultaneously performatively constitute ways of being
at work, by framing symbolic meanings and social relations.
Following Honneth’s direction, the proper question in this
context would be more like ‘‘how do HRM practices promote
environments in which reification appears as a normal,
business-as-usual form of social existence?’’
While an exhaustive review would be beyond this
essay’s scope, I will present three illustrative areas where
HRM practices might constitute pathways to reification of
employees. Such pathways range from more ‘‘micro’’
processes whereby employees essential features are defined
through stable individual traits, to techniques that attempt
to essentialize employees through metrics and incentives
systems, to more ‘‘macro’’ trends in the workplace that
decontextualize work from its social bases. I discuss each
of these in turn.
‘‘Human Capital’’ and the Reification of Employee
21. Traits
Because reification involves seeing people in ‘‘thing-like’’
terms, treating their aspects as inert properties rather than
as subjective expressions, we may point to organizational
attempts to define people in terms of such properties as
constituting a preliminary pathway to reification. Such
attempts are characteristic of recent treatments of ‘‘human
capital’’ (e.g., Foss 2008), which emphasize the organiza-
tion of employment relations according to allocations and
costs of human capital involved in production tasks. As
Foss describes such views, ‘‘there is nothing particular
about human capital; it is just a capital asset like any other
which to be more or less specialized to specific uses and/or
users’’ (Foss 2008, p. 8). Employees, as the ‘‘owners’’ of
their own human capital, hold bargaining power to the
extent that they hold specific job-related assets or capa-
bilities that are hard to imitate (van Marrewijk and Tim-
mers 2003), and the ability to act opportunistically to the
22. extent that their contributions are not separable from other
employees or monitorable (Williamson 1985). To this
extent, HRM systems can increase managerial power by,
on the one hand, finding ways to standardize employee
human capital, and on the other hand, increase the sepa-
rability of individual contributions through measurement
and monitoring.
HRM practices contribute to a human capital view of
work by providing the conceptual tools by which to
40 G. Islam
123
categorize work in terms of discrete, individualized worker
capacities, or properties. Largely under the aegis of
understanding differences in work behavior and produc-
tivity, as well as to develop effective selection systems, the
search for stable, universal individual differences that
relate to workplace performance has been a mainstay of
23. HRM systems (e.g., McCrae and John 1992). Individual
differences perspectives tend to frame human behavior as a
product of developmental factors resulting from individu-
als’ pre-existing potentials, often genetic in nature (Loehlin
1992), that are subject to change, although more from
intrinsic developmental maturation than from cultural or
social relationships.
Employees thus framed seem to possess capabilities that
display a certain independence from the employee’s own
phenomenological lived experiences, intentions, or choi-
ces, and that can be traded, bargained, or otherwise
instrumentally acted upon. Acquired skills are considered
as job- or firm-specific human capital components that
come with training or on-the-job experience (Foss 2008;
Williamson 1975); this acquired knowledge constitutes a
form of ‘‘asset specificity’’ (Williamson 1975), allowing
employees to behave opportunistically. According to Foss
(2008), the tying of incentives and benefits to job catego-
24. ries rather than individual negotiations, along with other
work arrangements, reflect attempts to negotiate human
capital across differentially specific and separable work
situations. Training versus selection processes are essen-
tially the outcomes of ‘‘make or buy’’ decisions, where the
asset is human capital tied to the firm to the extent nec-
essary to avoid opportunism. Stone (2002) describes how
this view can lead to struggles over who ‘‘owns’’ worker
knowledge, with not only ideas but also worker knowledge
and experience, treated as a firm-specific asset that can be
claimed from employees by firm owners.
In his essay on reification, Honneth (2008a) explicitly
references psychometric testing of ‘‘talents’’ as promoting
reification, particularly when such capacities are framed
in genetic terms. The generalization of human capital as
KSAs seems to abstract human inputs from their bases in
the lived experiences of actors, and treat them as holders of
bundles of capital inputs. Recognition views suggest that
25. simply offering employee programs for skill or knowledge
acquisition is not tantamount to recognition (Gutmann
1994), and some see a skill-based focus as exploitative
(Borman 2009). In addition, Honneth (2003) has noted that
an instrumental view of job skills can lead to a lack of
recognition when such skills become disqualified from the
market or outmoded. Thus, the reification of KSA’s pro-
duces the difficult situation of being either used instru-
mentally for one’s valuable skills, or else being seen
obsolete or un-usable, neither of which constitutes a rec-
ognition of an employee’s full humanity.
Measurement, Incentives, and the Reification
of Employee Behavior
While not referring to organizational practices per se, Honneth
(2008a) describes reification as promoted where ‘‘the mere
observation of the other has become so much an end in itself
that any consciousness of an antecedent social relationship
disappears’’ (p 79). The habitual practice of monitoring and
26. measuring is a fact of contemporary organizational life (Ball
2005), where measured behaviors and attitudes are used to
create objectified categories, which are subsequently tied to
economic outcomes based on the estimated economic value of
these categories. Such practices seem like a recipe for pro-
moting a reified stance toward people. As discussed above, the
parsing of human behavioral tendencies into discrete and
general categories (i.e., traits, skills, abilities) reduces work
capabilities to standardizable functions rather than autono-
mous choices. In addition, the establishment of performance
metrics increases the separability of individuals, allowing
productivity to be individualized and evaluated for specific
workers, neglecting the embeddedness of work practices with
wider networks of social activity. Third, if organizational
incentives are framed as compensation for lost time or effort
rather than recognition of good works, then the goals of
employee action cease to be seen as a form of inclusion in a
socially valuable endeavor, and action is experienced as
27. alienated from its actor.
Several scholars have directly or indirectly tied incen-
tives practices to the reification phenomenon. Ball (2005),
for example, discusses metrics in terms of the separation of
the body as a social object from its phenomenological
moorings as a site of lived experience. Holgrewe (2001)
claims that incentives, bonuses, and other forms of ‘‘ritu-
alized admiration’’ linked to performance measurement
come to replace and attempt to compensate for a feeling of
being recognized as a member of one organization, and the
sense of belonging this entails. Carlon et al. (2006) argue
that performance statistics can act as ‘‘fetishes,’’ masking
underlying social relations by treating such relations as
facts, a concept closely related to the description of reifi-
cation given above. Their analysis suggests that such
metrics serve as signifiers that tend to break free from their
original referents, taking on a life of their own.
As routinized measurements become dislocated from the
28. lived human experiences from which they are drawn, rec-
ognition theory suggests they have harmful consequences
for personal dignity. Diverse scholars have noted such
effects; Sayer (2007), for example, points out that moni-
toring, because it frames actors solely as opportunistic
economic actors, negatively affects their dignity. Lamont
(2000) notes that worker dignity often results from the
autonomy and trust an organization can show by not
measuring worker output in economic terms.
Recognition, Reification, and Human Resources 41
123
Although Honneth’s writings on recognition focus more
on observation than incentive systems, the latter, because of
their close relations to systems of measurement, gives rise to
reifying standpoints. Sayer (2007) claims, for example, that
dignity at work requires a certain temporal distance between
action and reward, which facilitates reward as a recognition of
29. general good performance rather than a specific transactional
exchange. This falls in line with the self-determination per-
spectives in which rewards seen as coercive diminish workers’
sense of self-determination, but seen as a recognition of value
or good performance, they reinforce self-determination and
intrinsic motivation. According to Honneth (2003), recogni-
tion of workers is possible through a ‘‘principle of achieve-
ment,’’ by which actors are recognized for their successes.
Thus, it is not the incentives themselves that reify employees,
but rather the framing of incentives as compensations of
workers for their work (thus framing work as a loss) instead of
as signals of recognition for their achievement.
The Contemporary Flexibilization of Work
While the within-organizational ‘‘micro’’ practices of HRM
discussed above can promote reification, personnel changes
associated with the changing workforce at the ‘‘macro’’ level
also have implications for reification. Increasingly, scholars
have noted increased workforce fragmentation, resulting
30. from increases in temporary, contingent, or precarious forms
of work (Kalleberg 2009), and the psychological costs
associated with such changes (Deranty 2008). Such changes
reflect large-scale shifts in the ‘‘psychological contracts’’
defining work relations, from relational contracts based on
workplace inclusion to transactional contracts emphasizing
spot transactions and economistic employee–organization
relations (Rousseau 1995).
Because careers provide a source for narrative biograph-
ical continuity, enabling a coherent identity (Levinson et al.
1978), fragmented employment forms ‘‘challenge the
behavioral and existential unity’’ of employees (Kallinikos
2003, p. 600). By removing the temporal continuity from
work relationships, temporary work arrangements disembed
indviduals’ work lives from their surroundings, making the
individual the only constant, and thus obscuring the diffuse
social connections from which those individuals draw their
manners of thinking and acting. Kallinikos (2003) notes, for
31. example, that contemporary forms of work promote the
dislocalization of workers from sites of work and stable
social relations. This is not to suggest that the workplace is
the only or central space in which biographical continuity is
achieved—worker identity can also be established through
professional associations, craft guilds, and the like, and
biographical continuity also rests on non-work bases such as
the family or social ties—but it does suggest that the work-
place is a key source for identity construction.
Such dislocations link the flexibilization and precariza-
tion of work to reification. Some argue that the fragmentation
of work life can lead to a sense of drift and social dislocation
among individuals (Deranty 2008; Sennett 2006), promoting
a view of humans as ‘‘depthless’’ (Jameson 1984) and
‘‘modular’’ (Gellner 1996). As some have noted (Bernstein
2006), the precarization of work de-couples skill acquisition
from the social context of work, treating skills as a kind of
‘‘toolkit’’ employees carry from workspace to workspace.
32. Given the relation of this toolkit view to a reified picture of
human traits, it stands to reason that such a standpoint toward
employees reflects reification.
In addition, precarious forms of work can reduce work-
related solidarity and exacerbate ethnic and group-based
divisions (Gill and Pratt 2008), divisions which are often
reflective of reification (Honneth 2008a). Honneth argues
that stereotyping, for example, is a problem of reification
because it reflects a lack of recognition of the whole per-
son, reducing people to single dimensions and denying
their autonomy to transcend a group-based category. Chr-
istopherson (2008) links gender and ethnic divisions to
precarious work because, under precarious work relations,
workers are forced to rely on their group-related resources,
such as friendship networks, to secure work contracts,
leading to the treatment of such networks as ‘‘capital,’’ or
the instrumentalization of social identities.
As said earlier, the three above areas of analysis are not
33. meant to be exhaustive, nor do I argue that they invariably give
rise to reification. Rather, similar to other recent approaches in
critical theory, recognition theory focuses more on intersub-
jective meaning than structural causation (Chari 2010),
emphasizing the performative aspect of social practices in
enacting status roles and demonstrating respect, an aspect that
fits well with contemporary organizational practice perspec-
tives (Ibarra-Colado et al. 2006; Feldman and Orlikowski
2001). Rather than a direct cause, then, reification promotes and
embodies habits of thought by which HRM professionals’
attention is diverted from the recognition of employee dignity
and toward viewing employees as sources of individual and
social capital.
At this point, however, one might ask ‘‘Even if reifica-
tion is best thought of as a failure of recognition, and HRM
practices can, in their various ways, promote such reifica-
tion, why should this be a problem?’’ In other words, is
reification morally wrong, or unethical? On what basis does
34. exposing reification in HRM constitute a critique of HRM?
I now turn to this topic.
Why is Reification a Problem? A Recognition View
To understand how reification constitutes a normative
problem according to recognition theory, we must note the
42 G. Islam
123
peculiar line that this theory navigates between descriptive
and normative perspectives. According to Honneth (2008a,
p. 52), reification is ‘‘neither an epistemic category mistake
nor…a transgression against moral principles.’’ It is not the
former because it does not make an erroneous assertion, but
is a habit or perspective, but neither does it constitute an
instance of ‘‘liability or guilt’’ (p 53), which would make it
a moral transgression. This is perhaps the most difficult
subtlety of Honneth’s critique, and has drawn some criti-
cism (e.g., Lear 2008). It is important, however, because it
35. reflects the view that recognition is not a moral ideal or
utopic vision, but a basic, pre-cognitive component of all
social relations. In essence, Honneth argues that by living
in society, we have already tacitly agreed to certain
commitments, and thus undercut our own social existence
and that of others when we fail to make good on these tacit
commitments.
According to this view, which Honneth draws from
diverse authors such as Dewey (1931), Heidegger (1962),
and Cavell (1976), humans relate to each other neither as
bundles of information (epistemic) nor as moral claimants
(normative), but rather through a basis of acknowledge-
ment and empathy. Just as our own feelings are to us
neither simple ‘‘information’’ nor moral demands, but
subjectively felt experiences, our primary relations with
others are empathic experiences, a claim in support of
which Honneth mobilizes evidence from developmental
psychology as well as from philosophy. Misrecognition,
36. typified by reification, is thus a kind of social pathology by
which we forget the empathic basis of our relations, turning
our attention to instrumental uses of other people.
Applied to HRM, I argued above that contemporary
HRM approaches frame employees as bundles of objective
capacities and ‘‘human capital,’’ to be utilized, developed,
or divested according to an economic logic. If one asks
‘‘why should people not be treated in such a way, given
that people enter into contractual arrangements of their
own free will?,’’ the response would be that acknowledging
employees’ free autonomous will presupposes under-
standing them as more than simply human capital. Thus
posed, such a response criticizes HRM internally, rather
than imposing an arbitrary, ‘‘high philosophic’’ (Green-
wood 2002, p. 265) framework on organizations that
sounds moralistic and could estrange managers. Entering
into a contract with an employee already presupposes the
autonomy and basic dignity of both parties (Honneth
37. 2008a, b, 1997). By subsequently reifiying employees,
HRM ‘‘forgets’’ the implicit terms under which the
employment contract is valid in the first place. The orga-
nization treats the employee as if (Honneth 2008b) they
were mere instruments.
Thus, ‘‘we are left with the realization that reification
has not eliminated the other, non-reified form of praxis but
has merely concealed it from our awareness’’ (Honneth
2008a, p. 31). It is this concealment that leads Honneth
to borrow Horkheimer and Adorno’s (1999) celebrated
phrase, ‘‘All reification is a forgetting.’’
Remembering Recognition
If reification is tantamount to a forgetfulness of the rec-
ognitive bases of human relations, striving for a norma-
tively sound HRM approach is less a question of finding
correct values than of ‘‘remembering’’ or attending to the
values implicit in our social system, i.e., the unquestioned
notions of civility that social actors expect from each other
38. but are often left unexplicit in contractual terms or day-to-
day work relations. The driving issue for HRM is thus how
to promote employee capacity development without
reducing human beings to bundles of capacities.
A recognition-theoretic approach would avoid external
‘‘solutions’’ that denied the instrumentality of worker
behavior, because worker traits and skills are, after all,
instrumentally valuable, as are incentive and measurement
systems. Neither would solutions attempt to change basic
moral or ethical values of HRM practitioners according to
an external philosophical criterion, because they are taken
to be presupposed in the employment relation. Rather,
solutions would have to promote a kind of ‘‘facing up’’ to
the underlying sociality of employment, what Honneth
describes as a problem of acknowledgement or attention.
This aspect of recognition theory implies both ‘‘good
news’’ and ‘‘bad news’’ for HRM practice. The bad news is
that there is no ‘‘silver bullet’’ to solving normative pathol-
39. ogies through codes-of-ethics, value alignment, or other kind
of organizational change; change, rather, would be a subtle
shift in ‘‘stance’’ of HRM systems. The good news, contrary
to Lukacs’ (1971) perspective, is that preventing reification
would not require social revolution; because existing rela-
tions presuppose recognition, such relations could be main-
tained along with attempts to raise the self-conscious
awareness of their bases among HRM practitioners. Put
differently, it is not the work arrangements themselves which
reify work, but the fact that they obscure their own origins in
recognition, that promotes processes of forgetting. In prin-
ciple, then, it is possible for a recognition-rich work envi-
ronment to coexist with human resources views.
How would such consciousness-raising or recognizing
of original acknowledgement be promoted? Unfortunately,
to this point recognition theory does not provide much
direction; in its current development, the diagnosis of
social pathologies receives a more thorough treatment than
40. do proactive ways to overcome such pathologies. However,
given the sources of attentional deficit described above,
some initial directions could be proposed.
Recognition, Reification, and Human Resources 43
123
For example, Pless and Maak (2004) use recognition
concepts to discuss building cultures of diversity in orga-
nizations. Rather than discussing diversity in legal or per-
formance contexts, promoting diversity should be
considered as a form of solidarity, recognizing differences
because they reflect the richness of a common humanity.
They argue that a diversity culture based on recognition
could, paradoxically, lead to greater instrumental benefits
because it allows the free expression of differences without
fear of such differences being exploited or taken out of the
context of the person’s autonomous life choices. To this
end, they replace the term ‘‘HRM’’ with ‘‘Human Relations
41. Management,’’ because the latter de-emphasizes the treat-
ment of employees as material or financial resources.
‘‘Human Relations’’ would thus be an alternative to the
‘‘Human Capital’’ approach, as a frame for HRM.
Adding further to recognition theory’s ability to unpack
diversity issues, from this lens we can recognize a partic-
ular internal tension in diversity issues that is informative
for work practices in general. Referring back to the dis-
cussion of the progressive forms of recognition, we see that
the workplace involves both rights-based forms of soli-
darity (which emphasizes formal equality and universal
human dignity) and esteem-based recognition (which
emphasizes particularistic dignity and esteem through
achieving good works that are intersubjectively recognized
as such). In Honneth study (as in Hegel previously), these
forms of identity formation are dialectically related and
mutually reinforcing (Honneth 1995a, b). However,
because they seem to superficially represent opposite
42. principles (i.e., equality vs. distinction), it might be diffi-
cult to understand how diversity promotion coheres with
solidarity and strong organizational culture. A recognition
perspective helps theorize this apparent difficulty in
diversity studies, and by extension, in the myriad organi-
zational spaces where equality and distinction principles
coexist in tension.
Also related to diversity, while Pless and Maak (2004)
focus on organizational cultures, recognition theory can
further be used to highlight the diverse forms of work that
are left unrecognized in contemporary society (Fraser and
Honneth 2003). Because work constitutes a form of social
recognition, the definition of work involves ideological and
exclusionary aspects whereby entire groups (such as unpaid
household labor), or sets of behaviors (e.g., organizational
citizenship or prosocial behaviors) are left outside of rec-
ognized work relations. Thus, the recognition of forms of
work is specifically tied to distributional outcomes (Fraser
43. and Honneth 2003). Leveraging this idea critically, HRM
practices like maternity leave, work-life flexibility, or the
promotion of prosocial, extra-role behavior involve eco-
nomic-distributional decisions that promote the recognition
of certain forms of life. Such decisions are not purely
economic but are demonstrative of forms of social respect
and value.
Recognition theory also illuminates important non-
diversity issues, such as the social role of incentives.
Because reification is closely connected with forms of
economic exchange (Lukacs 1971), although not deter-
mined by these forms (Honneth 2008a), incentive systems
play an important symbolic role in acknowledging or
subverting employee autonomy. Deci et al. (1999), for
example, show meta-analytically that reward systems can
be detrimental to intrinsic task motivation when rewards
are expected and contingent. They explain this with the
idea that such reward systems can compromise employee’s
44. sense of autonomy or self-determination. Unexpected yet
salient rewards, however, do not show such effect. On the
contrary, such rewards often increase intrinsic motivation
by showing that employee contributions are valued and
recognized. Although Deci et al. (1999) do not reference
recognition theory, these results are consistent with one of
its main assumptions, namely, that the social-integrative
function of work confirms workers’ sense of autonomy and
identity, but that economic exchanges can cause this self-
determination to be ‘‘forgotten,’’ as the reward becomes an
end in itself. But if rewards are configured such as to avoid
such forgetting, autonomy can reemerge as part of the work
experience.
Other literature more closely aligned with recognition
theory itself acknowledges that the symbolic framing of
incentive systems has important implications beyond the
economic value of incentives. Heinich (2009), for example,
looks at the recognition effects of vocational prizes, such as
45. professional artistic and scientific awards, which can
symbolize social recognition when their outcomes are seen
as not politically determined and the community of judges
is psychologically important to the candidates. Thus, rather
than the economic value or even the reputational esteem
conferred by a prize, Heinich argues, such prizes place one
within a community of peers as a respected member, giving
stability to members’ professional identities. Similarly,
Sayer (2007) argues that maintaining a temporal distance
between reward and action (a point also discussed by
Heinich) increases worker dignity by removing the per-
ception of reward contingency, another factor that Deci
et al. (1999) find to diminish intrinsic motivation. Finally,
Holgrewe (2001) argues that social admiration through
workplace recognition programs can increase a sense of
social belonging, unless such admiration is ‘‘ritualized’’
(i.e., standardized), in which case it can promote jealousy
and competition.
46. In all these cases, it is acknowledged that the recognition
possibilities of incentive systems are tied to their ability to
signify social respect, autonomy, and belongingness
beyond economic value. In Honneth’s (2009) terms,
44 G. Islam
123
incentive systems exhibit a ‘‘social integration’’ function in
addition to an ‘‘economic integration’’ function, and that
once this double function is recognized; it is possible to
maintain an economically integrated HRM system while
recognizing its social-integrative aspects.
Evaluating a Reification Perspective on HRM
A critical ethics perspective on HRM practice, born out of
a concern for work effects on well-being, fits well with
recognition theory. The latter’s focus on the interpersonal
respect, its emphasis on community as a source of dignity,
and its ability to critique the world of work while retaining
47. work as a central aspect of human worth, make it a useful
theoretical tool. As Honneth (2009) states, despite the
growing instability and precarization of employment rela-
tions, work remains perhaps the central category for social
identity and a meaningful life, a situation only more
pressing because of the growing transnationalism of work
spaces and the integration of women into the work force. In
this scenario, the addition/substitution of work identities
vis à vis traditional geographically bounded or kinship-
based identities, and the extension of work as a crucial
psychological support for larger segments of the popula-
tion, means that the ethics of employee dignity are more
pressing than ever before.
Viewing employee dignity through a reification lens,
and particularly through the recognition-theoretic refor-
mulation of the reification notion, offers several advantages
in this regard. Because of its critical theory roots, the
recognition theory and reification attempt an internal cri-
48. tique of work practices, trying to reconcile the experience
of lack of dignity at work with expectations constitutive of
the work role that such dignity be provided. The critical
perspective thus does not rely on external visions of the
proper work role, avoiding utopian claims (Burrell 1994)
that both academics and managers might find problematic.
Rather, recognition theory wagers that if managers prop-
erly understood the relational standpoints implicit in their
own practices, they would be led to recognize, and not
reify, employees (Honneth 2009).
Second, the link between critical theory and community-
based practice views allows recognition theory to
engage with practice-based ethical theories. For example,
MacIntyre’s (1981) discussion of practice-based ethics
distinguishes between goods derived because of work
practices (external goods) versus goods that inhere in the
performance of the practices themselves (internal goods).
The latter tend to mark communities of practice, where the
49. perfection of a practice both justifies and legitimates the
community and confers esteem on its individual members
(Lovell 2007). Thus, a scientist profiting from an invention
would receive an external good, but the internal good that
flows from discovery would both confer esteem on the
scientist and strengthen the scientific community as a
whole. The increasing popularity of practice views in
organizational studies (e.g., Feldman and Orlikowsky
2011) means that theories that help us (a) understand the
symbolic functions of practice, (b) understand the com-
munity embeddedness and reciprocal influence of practices
on communities, and (c) understand how practices influ-
ence the attainment of human flourishing or the ‘‘good life’’
are particularly timely in the current intellectual climate of
business ethics.
Third, while earlier visions of reification (Lukacs 1971)
were more squarely based on a Marxian paradigm, Hon-
neth deliberately distances himself from such perspectives
50. by allowing for the possibility (indeed the necessity) of
fundamental recognition in economic exchange (Honneth
2008a; Jay 2008). While for Lukacs, overcoming reifica-
tion was a revolutionary, proletarian act, Honneth gener-
alizes the need for recognition and the danger of reification
to social actors more generally. As Jay (2008, p. 9) states it,
‘‘no one has a monopoly of primal recognition.’’ The
advantages of this move are, first, that its acceptance does
not force managers or business scholars to adopt a Marxian
paradigm, but rather to acknowledge the centrality of
interpersonal recognition in the formation of individual
dignity. Second, overcoming reification does not require
overthrowing a market system of exchange, but rather
remaining vigilant as to the cognitive and social biases that
the operation of such a system can promote (Jay 2008).
The possibility of recognition from within the current
economic system, however, has drawn criticism. Jay (2008,
p 10), for example, questions whether ‘‘remembering a past
51. hurt (or recapturing the trace of positive nurturance)’’ is
enough to remedy social ills and restore dignity, seeing it
as a necessary but insufficient condition for worker well-
being. Chari (2010) critiques Honneth’s characterization of
recognition as an ‘‘irreducible kernel’’ of social relations as
leading to an apolitical position. Similarly, Fraser (1995;
Fraser and Honneth 2003), critiquing recognition perspec-
tives, viewed recognition theory as conservative, because it
does not require radical social transformation. However,
according to Honneth, this aspect makes it a workable way
to humanize society without demanding proletarian revo-
lution (Honneth 2008a).
In the exchange between Honneth and Fraser (2003),
Honneth clarifies that recognition, different than what
Fraser mentions as ‘‘identity politics,’’ does not substitute
material welfare (e.g., worker benefits, increased salaries,
decision-making authority) for merely symbolic identity
recognition. Indeed, some treatments of workplace recog-
52. nition focus almost entirely on the symbolic aspect of
recognition, for example, Pfeffer’s (1981, p. 37) claim that
Recognition, Reification, and Human Resources 45
123
symbolic managers ‘‘trade status for substance.’’ Rather,
for Honneth, material aspects of work are important forms
of recognition, and embody recognition when used in the
context of community solidarity. Thus, a salary increase
can signal respect as much as it can be used to ‘‘buy off’’ a
lack of respect, and the task of the recognition scholar is to
examine the subtle performative shifts that can greatly
change the meaning of the material.
Thus, in principle, because reification is due to an
intersubjectively based pathology of meaning, rather than a
social-structural, objectively determined pathology, it is
possible for actors to recognize each other’s dignity within
the current economic constraints. In this way, recognition
53. theory both levies a critique against current conditions, and
at the same time allows actors to find an ethical space
within these conditions. This makes recognition theory
ideal as a critical ethical project for HRM, allowing it to
remain within traditional employment relations and launch
its critique from this interior space, without rejecting HRM
outright as an unethical institution.
A third advantage of the recognition-theoretic view is that
the abstract and pre-cognitive nature of recognition allows
for a diversity of ethical forms of life, rather than promoting a
specific set of HRM values or codes (Pless and Maak 2004).
Forms of recognition do not have to lead to similar moral
obligations, but rather to plural or even contradictory forms
of moral actions depending on the ‘‘concrete communities’’
within which recognition takes place (Honneth 1997). Thus,
recognition views have the benefit of allowing for plural
ethical standpoints while at the same time supporting a view
of basic human worth (Jay 2008). Indeed, existing recogni-
54. tion perspectives in the business ethics literature have
focused on workplace diversity (Pless and Maak 2004).
This very possibility for diverse forms of recognition,
however, has drawn criticism. Some view recognition
norms as idealistic (Duttmann 2000), and others have noted
that personal differentiation is as important to identity as
interpersonal acknowledgment (Butler 2008). Butler
(2008) hits at the core of recognition theory, doubting both
that original affective affirmation is plausible, and that a
reified attitude is impersonal. To Butler, reification and
other dehumanizing practices are often infused with dom-
inance urges, requiring recognition of the other in the very
act of social humiliation. Bullying, for example, requires
that the target be aware of, and acknowledge, ill-treatment.
Where interpersonal recognition takes perverse forms,
according to Butler, recognition theory gives no recourse.
Indeed, by analytically separating recognition from
positive emotions, Honneth buys the general applicability
55. of the theory at the cost of its putative normative force. The
importance of affirming original bonds is questionable if
such affirmation provides no compass for specific social or
organizational changes.
A second limitation similarly involves the variety of
sources of recognition possible at work. Although we have
assumed that the work relationship is primarily constituted
through employment contracts, the role of professional
associations, craft guilds, or other types of work-based
relationships cannot be overlooked (Greenwood et al.
2002). Where there are strong non-employer ties, alternate
identifications might substitute for the employee–employer
relationship, which might become thereby less central for
recognition.
Two responses may here be given. First, while in many
professions the employment relationship does not consti-
tute the primary basis of worker identity (c.f. Deranty and
Renault 2007), this fact does not refute, but rather limits the
56. scope of, the effects of employer-based reification. Exclu-
sivity of identity thus acts as a moderator variable for the
impact of workplace recognition, and future research
should examine the dynamics of recognition in other, non-
employer work relationships. Second, even where the
primary identification is outside of the employer, the cen-
trality of employers in (a) providing a space and structure
for work, (b) evaluating, rewarding, and punishing per-
formance related outcomes, and (c) placing the employee
within a status hierarchy defined organizationally means
that employers play a central actor in recognition pro-
cesses. Some evidence exists (Hillard 2005) that organi-
zational practices matter for ties of solidarity even in craft-
type occupations, suggesting that non-organizational
identities interact with, but do not fully compensate for,
lack of organizational recognition. Because the study of
recognition at work is still incipient, however, much work
needs to be done in disentangling the relative influences of
57. different components of recognition.
Conclusion
In this article, I have outlined an ethical approach to HRM
based on recognition theory, and its unique treatment of
reification at work. While reification was important concept
to earlier descriptions of worker exploitation (Lukacs
1971), these versions were linked to a theoretical legacy of
Marxian thought (e.g., Burris 1988) that equated reification
with economic exchange per se. Recognition theory frees
the concept for more general usage, in a language under-
standable by those who write about and practice HRM,
although as described above, this generalization comes at
the cost of a clear social-transformative paradigm.
Despite this limitation, there is cause for optimism.
There are several areas in which ‘‘remembering’’ can
promote constructive organizational changes, maintaining
market-based employment relationships while re-empha-
sizing recognition. Attending to the social-integrative
58. 46 G. Islam
123
functions of exchange, labor or otherwise, can maintain
work structures while reaffirming human dignity social
value. By focusing on recognition as a source of this dig-
nity, and reification as a symptom of its absence, future
work on ethics in HRM has a diagnostic tool that combines
the values of individual affirmation and autonomy, social
solidarity, and the universalistic value of respect. The
recognition perspective thus provides a rapprochement
between descriptive psychological and sociological per-
spectives, on the one hand, and normative perspectives, on
the other. The next step would be for research to illustrate
the subtle ways in which recognition is achieved or sub-
verted in specific workplace settings.
Such empirical work can discover and refine our
thinking regarding workplace recognition, and provide the
59. ground with which to turn recognition into a normative
claim. While claims about worker well-being abound in
academic and practical contexts, while such claims remain
ungrounded in the constitutive norms of social life, they
appear disjointed, arbitrary, and without wide-reaching
social legitimacy (Honneth 2009). Once recognized as
demands for full participation in a society valuing partic-
ipation, such claims gain renewed legitimacy in an era
where the workplace dignity has been made increasingly
precarious.
Acknowledgments The author would like to acknowledge Janna
L. Rose, Charles Kirschbaum, and Patrick O’Sullivan for their
in-depth comments on previous versions of this manuscript.
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