Conflict between humanistic and scientific value Essay Example
Conflict between humanistic and scientific value Essay Example

Conflict between humanistic and scientific value Essay Example

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  • Pages: 17 (4465 words)
  • Published: December 9, 2018
  • Type: Research Paper
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The "Critical Theorist" theory, which refers to the Marxist view, is one of the popular theories.

Science is criticized for reducing humankind to passive objects controlled by the laws of "nature". Sociology, as a scientific discipline, receives similar criticism for treating scientific studies as an end in themselves and neglecting the significance of individuality. Moreover, modern society is condemned for its excessive focus on rationality and efficiency, disregarding the importance of human liberation. Additionally, technology has led to excessive control over people, as exemplified by constant exposure to television, which pacifies and manipulates our thoughts and emotions. Furthermore, culture is targeted for transforming into a culture industry.

The commodification of culture has resulted in its loss of spontaneity and capacity to inspire originality in individuals. Likewise, there exists a knowledge industry where universities prioritize expanding their influence rather than imp

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arting knowledge to students. In the realm of organization development, humanistic and scientific approaches are constantly at odds, with an organization's effectiveness or efficiency often serving as the yardstick for measuring these conflicts. From my perspective, a humanistic approach seeks to address problems from a viewpoint centered around humans. This paper represents an endeavor to embody such an undertaking.

2.0 What is efficiency?

Efficiency holds significant value in a productivity-centric culture and receives emphasis in contemporary business administration theories. It is also given priority in today's technology-driven society. Efficiency can be described as the most cost-effective, quickest, fastest, or easiest approach to accomplishing a goal while minimizing expenses.

Efficiency is the standard for evaluating human activity in business and practical endeavors. It serves as a measure of action quality, but it does not possess moral virtue. This is because an action'

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goodness or badness stems from its end goal, rather than how that objective is accomplished. For example, Hitler and his engineers were exceptionally efficient at exterminating Jews, which was an evil goal. This demonstrates that one can be highly efficient at achieving malevolent objectives, just as they can be efficient at achieving virtuous objectives. Therefore, the efficiency of reaching a goal does not determine the morality of an action.

Emphasizing the danger of a technological society's tendency to prioritize efficiency as a fundamental value, alongside moral values, is crucial. It should be acknowledged that efficiency is merely a tool employed to accomplish an objective. However, presently it is excessively utilized in the realms of production, administration, and the economy of goods and services. Conversely, one can argue that in today's era, reason must employ rational parameters to structure a significantly expanded society. Consequently, efficiency becomes a quality derived from the rationalization of actions.

When it comes to functioning in mass society, institutions and policies must be preplanned to achieve specific goals. Max Weber emphasizes that bureaucracy's primary responsibility is to be efficient, while John Dewey defines social efficiency as actions that produce the most beneficial outcomes for society as a whole. However, a problem arises when efficiency becomes the sole criterion for evaluating human actions and results, overshadowing all other standards. Technology exacerbates this issue by promoting its own standard as universal and superior. As a result, people tend to overlook Descartes' insight that only tangible matter, "res extensa," is measurable, not the realm of the spirit. To prevent our discussion from being solely focused on efficiency within work organization, it is important to remember these considerations.

2.1 Question of Humanistic/QWL

Depending on sentence usage, humanistic and QWL can be viewed as two sides of the same coin. According to the dictionary definition, humanistic refers to a commitment to human welfare and an interest in humanity. It is a philosophy focused on human interests and values. This aligns with Revel and Reich's ideas about true revolution involving societal, cultural, moral, and artistic transformations where old values are rejected and relationships between social classes and individuals are reassessed. Family dynamics change, as do the significance of work and the goals of existence. In contrast, QWL emerges as a result of applying humanistic principles within a work environment.

The text explores the notion of Quality Work Life, which encompasses a harmonious blend of work and humanistic values. This concept has been refined through extensive experimentation and observation over time, reflecting humanity's continuous evolution and adaptability to its surroundings. It can be perceived as an ideal or aspiration for human living, particularly given the present circumstances where many individuals are compelled to work for their livelihoods. Thus, this concept emphasizes the impact of work environments on individuals.

Throughout history, there have been multiple attempts to understand human behavior in the workplace. As evolution advances, our roles as hunter and prey during prehistoric times become more complex and intricate in the highly technological era. Our survival hinges on the tasks we perform and how they interact with our lives and ability to adapt.

In the 20th century, experts and scholars in various disciplines like sociology, psychology, and management theory have worked to understand and influence human behavior at work. Their efforts have contributed to the development

of a science in this field that offers both theoretical insights and practical guidance for different aspects of people management. These include recruitment, performance evaluation, team formation, and organizational design. This knowledge forms the basis for Human Resources Management (HRM). However, there is currently a multitude of theories and concepts within the field, leading to a crowded situation. Nevertheless, it is hoped that eventually there will be more organization and predictability in the science of management where these problems can be categorized, standardized, and understood.

The main points are as follows: Scientific management, introduced by F.W. Taylor in the early 20th century, is a rigorous and authoritative management approach. Taylor emphasized the importance of precise task instructions and selecting the most suitable individual for each job.

The managers were responsible for thinking and the workers were expected to obediently follow instructions. This approach was believed to be the most efficient way to perform physical work. Furthermore, Taylor suggested providing bonus payments as a way to reward workers who were the most effective and compliant. Taylor's concepts later led to Fordism, which is a production philosophy relying on continuous assembly line methods developed by Henry Ford. This approach dominated global manufacturing until the 1980s. Time and motion techniques, involving the use of stopwatches to measure work, were also introduced to enhance efficiency and reduce wasted time and effort.

Continuous improvement is essential in Japanese production methods where employee knowledge and ingenuity are used to constantly improve product manufacture and development. These practices require management control over work details to maximize efficiency and gain a competitive edge, although this can result in employees sacrificing their freedom to control their own

work. In Australia, New Zealand, and especially the UK, government-sponsored research by work psychologists during and after World War I provided valuable insights into the correlation between boredom, fatigue, and working conditions. It was discovered that fatigue arose from both physical and psychological factors.

Additionally, it was shown that working for more hours did not always lead to increased productivity. Human factors psychologists have established a tradition of measuring performance, analyzing job roles, and clarifying skill requirements. These form the basis for important HRM techniques, including assessing competence and selecting methods. In the 1920s and 30s, researchers in the USA demonstrated that work performance and motivation were not solely influenced by compensation and discipline; individuals had various other reasons for working.

Workers desired to have a say in their work conditions and were motivated by the support and interest displayed by management. As a result, they created informal groups that established their own standards of conduct, including acceptable performance levels. These working groups exerted social influence on their members to adhere to these implicitly established guidelines. The human relations movement, particularly prominent in American business schools like Harvard, eventually formulated a 'soft' and humanistic understanding of HRM, influenced by behavioural science.

In the 1950's and 1960's, the human relations and human factors approaches became part of a broader behavioural science movement. During this time, several influential theories emerged regarding the motivation of human performance. One notable theory was Maslow's hierarchy of needs, which identified the individual reasons for working and satisfying a progression of needs, starting from survival and leading to self-actualization. Additionally, the period saw research on concepts like job enrichment and job enlargement, which aimed to

enhance job satisfaction and increase individuals' commitment to organizations.

Jobs should be interesting and challenging to gain worker commitment, which is a central theme of Human Resource Management (HRM). Management by objectives (MBO) was developed in the 1950s by Drucker and further refined by McGregor. MBO connects achievement with competence and job performance. It primarily focuses on individuals, connecting rewards and promotion opportunities to specific agreed objectives, measured through performance assessment feedback. This approach allows individual managers to define the purpose of their jobs and set their own targets.

MBO has evolved into contemporary performance management schemes and performance-related pay. However, several researchers encountered challenges in applying academic theories to actual organizations. The socio-technical school has formulated behavior and performance models that consider the contingent variables or "it depends" circumstances associated with specific work scenarios (Burns and Stalker, 1961; Woodward, 1980). They asserted that employees are integral to a system that encompasses the organization's equipment and other utilized resources.

The effective functioning of the system requires consideration of all components, including both human and non-human elements. The concepts of coherence and integration in HRM are influenced by this line of thinking. Organizational development (OD), which is rooted in organizational theory, adopts a practical approach to change. The approach known as 'action research' combines theory and practice in a cautious process.

OD introduced managers to the concept that it is possible to make changes in processes, attitudes, and behavior within organizations by considering them as integrated entities. Strategic management plays a crucial role in directing individuals towards achieving strategic objectives that align with the overall needs of the organization. This framework has gained prominence in organizational thinking following its adaptation

from largescale military and space programs in the United States during World War II.

Strategic management is increasingly utilized in planning and implementation, often incorporating project and team-based approaches. The identification of internal resources and key competencies has been recognized as vital for long-term competitive success. This emphasis on strategy sets human resource management apart from personnel management, making it a central focus of undergraduate and postgraduate business courses.

Leadership has been widely recognized as crucial, especially in the development and motivation of teams. McGregor's (1960) work, The Human Side of Enterprise, connected leadership and management style with motivation. McGregor distinguished between authoritarian management ('Theory X') and a contemporary approach based on human relations ('Theory Y'). These concepts mirror the 'hard' and 'soft' HRM practices. Skillful managers do not rely on giving orders and enforcing discipline; instead, they inspire their employees through encouragement, support, and personal charisma.

Later authors, such as Peters and Waterman (1982), emphasized the leader's vision and mission as a quasi-religious method of inspiring employee commitment and enthusiasm. Another concept that gained popularity was the notion of corporate culture, as introduced by Deal and Kennedy (1982). They merged ideas from leadership theory and strategic management thinkers, incorporating prevailing beliefs about the success of Japanese businesses.

Managers were urged to critically inspect their current organizational climates and strive to transform them into dynamic and innovative cultures. The excellence movement, popularized by Peters and Waterman (In Search of Excellence, 1982, and others), has had a significant impact on practicing managers, despite criticisms of its underlying research. This influence extends as long as there are human beings on Earth and we continue to grapple with our professional lives. The

process of evolution is ongoing and, until then, the field of HRM remains highly relevant. HRM endeavors to effectively navigate this tension through assertive yet non-autocratic people management practices.

It is also connected to the utilization of performance-related pay and other forms of rewarding appropriate behavior. This concept aims to understand the intricate relationship between an employee, their employer, and the organization they work for. Managers in various industries face similar situations: businesses either grow or fail, they innovate or become stagnant, they can be enjoyable or displeasing workplaces; funding needs to be secured and employees need to be recruited; new equipment is purchased, replacing old procedures and introducing new methods; staff may need to be restructured, retrained, or dismissed. Again and again, leaders and managers must handle events that are obviously similar but also different enough to necessitate fresh thinking.

The pursuit of a utopian life is the driving force behind the concept of work-life balance, aiming to create ideal circumstances for individuals in relation to their personal and professional lives. This balance is often referred to as QWL (Quality of Work Life) by human resource management experts. In our current society, work-life balance issues are ever-present, with individuals facing long working hours and being evaluated based on their visibility. Unfortunately, the importance of family is often overlooked within the workplace.

According to researchers, in workplaces where top managers work extended hours, middle managers may be hesitant to challenge the status quo and take risks. Employees who reduce their working hours in order to achieve a better work-life balance are often perceived as being less dedicated to their careers and employers. Consequently, they may be excluded from

prestigious projects and overlooked for promotion. Leaving the office at 6pm is regarded as departing prematurely.

The prioritization of being with clients over being with one's own children is commonly observed. Working from home is often viewed as a break, potentially resulting in missing out on office opportunities. The ability to manage work and personal responsibilities is crucial for employees' overall well-being and their commitment to the Department's mission. Workers express that having control over their work schedules and the capacity to care for dependent family members play a significant role in achieving a work-life balance.

The inability to achieve a balance between these factors can have serious repercussions on the well-being of humans and employees. Psychologists have examined the impact of having a low quality of work life and low job satisfaction on workers. Those with a low quality of work life are more susceptible to various health issues. Furthermore, the reduced morale resulting from a low quality of work life contributes to widespread personnel problems within the organization, such as grievances, high turnover rates, and the spread of destructive rumors and gossip. Additionally, the quality of productivity is also influenced.

The significance of Quality of Work Life (QWL) cannot be disregarded as it has a personal impact on various aspects of an individual's life, including their health and overall satisfaction. Research indicates that when job satisfaction is low and QWL is poor, it is associated with physical and emotional problems, low life satisfaction, ulcers, heart disease, fatigue, shortened life span, mental health problems, a low sense of well-being, and employee-related issues such as grievances, turnover, rumors, gossip, lateness, long breaks and production problems such as production

of faulty products, equipment or facility sabotage, and theft.

Therefore, QWL undeniably plays a crucial role in the development of an organization. However, the true challenge lies in implementing the necessary changes within the organization to foster QWL. It requires significant effort and modifications within the company's structure and system for QWL to be effective. Adopting a QWL-based organizational change may necessitate alterations in management style. The new structures and approaches to work organization will only be successful if the practices and beliefs of management actively support the new environment.

The discussion revolves around job redescription, empowerment, flexibility, and other sacrifices required from management. For some, comprehending these concepts is not easy. Moreover, it should be noted that job satisfaction does not always correlate with increased productivity. While happy workers may not produce more, they tend to produce higher quality work. This could be the reason why some organizations have not prioritized efforts to improve work life quality, as it may not directly impact their financial performance. Conversely, some companies understand the short and long term advantages of enhancing work life quality. In a competitive job market, this can be a crucial factor in attracting and retaining skilled employees, as well as ensuring a superior level of product and service.

Many companies do not prioritize quality of work life. This could be because they doubt that it will significantly improve productivity and efficiency. However, numerous facts have shown that work-life balance is the answer to reducing stress. This includes spending more time with our children during school holidays, when they are sick, or on annual sports days. It also involves taking care of elderly parents, a terminally ill

partner, or a disabled relative. Additionally, studying, pursuing professional or personal development, doing voluntary work, or traveling temporarily are all activities that can stretch the mind and develop new abilities. Employers benefit from these activities because employees improve and become happier.

Despite being difficult to quantify, all of these rationales are solely psychological. Efficiency, however, serves as a measure of skepticism. Experts argue that 'Scientific management', regardless of its name, generates a necessary tension between workers' rights and expectations and the management's goal of achieving higher quality and cost-effectiveness. Thus, it is evident that there is a considerable conflict between humanistic values and efficiency within an organization.

4.0 The discussion

The discussion can be approached from two perspectives: a generic situation and specific cases. However, both perspectives are limited by one's own experience within a government organization. Therefore, the problems discussed here are restricted by these limitations. The focus of the discussion will be on humanistic aspects and their impact on efficiency within a government organization.

The primary factor to emphasize is that although the government's organization has improved over the years, it is still far from achieving the ideal situation of QWL (Quality of Work Life). Despite efforts to introduce elements of humanization into the work process, the results have been less than satisfactory. This discussion will attempt to uncover the reasons behind these failures.

4.1 The government organization

The efficiency of government workplaces is of great interest to policymakers and other stakeholders, including the public, government workers, and suppliers. At a macro-level, operational efficiency contributes to national productivity. An inefficient government would hinder the rest of the economy from making gains in productivity and

other areas.

When governments undergo extensive restructuring, all areas of activity are affected. However, human resources play a crucial role in this process for several reasons. Firstly, governments are major employers. Additionally, labor is a significant factor in production, especially in service-oriented sectors. Furthermore, government activities increasingly involve technology and knowledge-intensive work. As a result, this discussion aims to stimulate ideas about potential conflicts between humanistic values and efficiency within the local context, specifically within government sectors. It also addresses the shortcomings that must be addressed to achieve overall quality of work life (QWL) within government organizations.

4.2 The present day - the generic cases

The current era in workplace development in the Western world is characterized by rapid, wide-ranging, and profound change. This period has been labeled "The learning organization" by management experts, emphasizing the need for continuous innovation. New developments in work processes promote collaboration and democracy, moving away from authoritative structures. Core principles of Quality of Working Life (QWL) include improving employee satisfaction, fostering workplace learning, and effectively managing ongoing change and transition.

  • oImprove employee satisfaction;
  • oStrengthen workplace learning; and
  • oBetter manage on-going change and transition

Government organizations have recognized the significance of nurturing knowledge among their employees. It is worth considering whether this recognition stems from the belief that 'quality of working life' is a valuable concept and that human development can be fostered through work.

Or was it simply yet another experiment by the policy maker? While in the western world, this action is seen as an attempt to

create a more humane environment and motivate employees, in recent years there have been genuine efforts to establish conditions that promote strong management concepts in government organizations. The devolution of controls from central agencies to departments has allowed public sector managers to explore innovative solutions for departmental challenges.

According to Arnold Deutsche in his book titled The Human Resource Revolution: Communicate or Litigate, there are notable differences between the attitudes of "knowledge workers" and previous "factory and production" workers. These differences include higher expectations for a fulfilling career, improved working conditions, and a more democratic workplace. Unlike their predecessors, today's employees desire more than just a job and seek a meaningful life outside of work. They have high hopes for finding satisfaction in their current and future work and wish to have a voice in decisions that impact their jobs and employment. Based on my experience, this negative stereotype often associated with government employees is discouraging.

They are seen as lacking innovation, motivation, and productivity. Many people believe that this is because civil sector employees feel a sense of security that they do not have to strive for performance in order to survive in their organization. This sense of security makes them complacent. The true contributions of these employees will be revealed in the following discussion.

In reality, as a member of the organization, I am happy to say that this is not usually the case. Sometimes, we can find young government employees who are dynamic and resourceful. These individuals are typically fresh graduates who are eager to explore the world beyond academia. They possess immense energy and enthusiasm to put into practice the theories they learned during

their time in college. Moreover, they demonstrate courage and a commitment to their professional principles. As part of the natural cycle of life, researchers have observed a different set of attitudes among individuals who are just entering the workplace, commonly referred to as the "nexus" group or "echo boomers." As noted by Conger, they generally have a skeptical attitude towards hierarchy.

They have a preference for informal arrangements and for judging others on merit, rather than status. Additionally, they exhibit significantly less loyalty towards their companies. They belong to the first generation to be raised with a strong emphasis on workplace participation and teamwork. They possess extensive knowledge and understanding of computers. While they appreciate money, they also express the desire for a balanced lifestyle.

Research suggests that this group desires options, adaptability, and increased control over both their jobs and work-life balance. These individuals are typically high performers within their specific areas of the larger organization. As a result, it is not surprising that they are awarded more trust than others in similar roles, and sometimes granted more independence and authority as well. This can be seen as a positive example of creating a more humanized workplace environment. These individuals earn the trust of their leaders within their specific area and in some cases even receive recognition from higher-level executives. Along with trust comes responsibility: the group is accountable for the project, the individual for their own work, and the company for the individual.

Connected to responsibility is a strong sense of both personal and collective accountability. When you have responsibility, you are accountable for the decisions you make, the work you do, the hours you claim,

and the copies you make. However, accountability acknowledges that outcomes are not always solely based on individual effort but can be influenced by external factors. In such cases, it becomes imperative to engage in close collaboration with others to create an environment that fosters accountability, responsibility, understanding, and empathy in the workplace.

This is where the problems truly begin. When there is a need to mobilize a collective effort, this high achiever finally understands that in order to accomplish tasks, they must take action themselves. It is then that they realize they are on their own in the honorable mission of representing their organization. Unfortunately, the external environment offers no support. It is common for the outcome to be quite predictable. There are only two options: either join those who can't be defeated or become a disengaged worker.

According to Renee Arrington, a partner in the retained executive search firm of Ray & Berndtson, many employees are experiencing a decline in their performance. Describing them as "rusted out or burnt out," Arrington explains that these individuals used to be highly dependable and would go above and beyond to complete their work. However, now they only contribute at a minimal level. Arrington emphasizes that disengaged workers lack motivation and are unable to accomplish the same amount of work as before. Additionally, she notes that their lack of enthusiasm prevents them from making progress on their professional goals, feeling as if they have lost all passion for their work.

Another option is to endure the situation and strategically navigate the game by acquiring as much knowledge and experience as possible before leaving at the appropriate time. This often results in

the departure of the organization's most talented and innovative employees. However, these individuals are crucial for the survival of the organization, as they contribute to its efficiency. Moreover, the cost of hiring new employees is exorbitant for an organization that has lost not only its top personnel but also their specialized knowledge and expertise. Unfortunately, another valuable asset is lost in this process. This exemplifies a common occurrence that affects government efficiency.

4.3 Where did we go wrong

It is a prevailing stereotype that the government sector, according to scholars David Osborne and Ted Gaebler, is inefficient due to its hierarchical, centralized, and bureaucratic nature.

The concept of bureaucracy is often associated with inertia, inefficiency, and government. Although many contemporary governments are bureaucracies, it is important to remember that the bureaucratic structure initially originated in the private sector. It aimed to maximize productivity and efficiency in private organizations. Even before the term was widely used, the principles of bureaucratic administration were already prevalent within factories. Eventually, these principles were adopted by governments in the early twentieth century.

One implication of bureaucracy is that individuals within the organization are treated like machines. Classic management theorists believed that organizations should operate like machines, with people, capital, and machinery serving as their components. The key to organizational success was seen as maximizing production through the specialized division of labor.

Based on my observations, this bureaucratic approach implies that individuals should strive to become individuals who crave "order" above all else. They should become anxious and fearful if this order is disrupted even for a moment. Furthermore, they should feel powerless if they are separated from their complete immersion in this order.

In Malaysia, the

official language is Malay.

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