The Caring Companies

main-protectrice-jpgDerived from the concept of Corporate Social Responsibility (CSR), “caring companies ” or “humanists” are on the rise. While there are obvious advantages for the employees, what, on the other hand, are the real benefits for the company?

 

 

Below you will find useful resources on:

Some of these resources are available only to the HEC community but most are available to everybody.

Enjoy reading 🙂

Human caring business: a winning concept for the company?

Great place to work.png

How do you best create a great culture at a global organization? Elevate pay levels? Increase training opportunities? Launch a wellness program? Those steps may help, but the thing that moves the needle most for employees at the world’s best workplaces is a strong sense of community. That’s the main finding of a new report, “Company as Community” that accompanies Great Place to WorkÂź’s 5th annual list of the World’s Best Multinational Workplaces.

  • High performance work systems, employee well-being, and job involvement: an empirical study
    Article from Personnel review. Huang, Liang-Chih, Ahlstrom, David Lee, Amber Yun-Ping Chen et al. 2016. Vol 45 issue 2. HEC community only. Full-Text here

Given the importance of high performance work systems (HPWS) with respect to firm competitive advantage, this paper holds that the contribution of HPWS toward the desired outcomes for organizations may depend significantly on employee job involvement. Underpinning the argument of happy workers being productive, the purpose of this paper is to propose the critical mediator of employee well-being to explain the hypothesized multilevel relationship between HPWS and job involvement. The authors distributed questionnaires to the target participants. This study identifies the significance of employee well-being by incorporating the theories of planned behavior and positive psychology and provides empirical evidence for the cross-level influence of HPWS on employee well-being and job involvement. This study incorporates the perspective of positive psychology as an important addition to research on SHRM and performance by highlighting employee well-being as a key mediator of SHRM and job involvement.

Si le bonheur des employĂ©s n’est pas la principale finalitĂ© de l’entreprise, il devient une condition sine qua non de son bon fonctionnement quand dominent les exigences de qualitĂ© et d’innovation. Une petite histoire des thĂ©ories managĂ©riales, de Taylor aux “entreprises libĂ©rĂ©es”.

How to get your employees HA-PPY?

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NĂ©s aux États-Unis, les « responsables du bonheur au travail » commencent Ă  apparaĂźtre en France. Une fonction encore un peu floue.
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Un article accessible et synthétique sur les applications concrÚtes du concept et sur son importance stratégique.

  • Jacques Lecomte – Les entreprises humanistes

Vidéo de 4min39. Librairie Mollat. 10 mars 2016

A l’occasion de la Foire du Livre de Bruxelles 2016, rencontre avec Jacques Lecomte autour de son ouvrage “Les entreprises humanistes” aux Ă©ditions Les ArĂšnes.
mainJacques Lecomte, spĂ©cialiste français du sujet, nous explique en termes simples ce que recouvre le concept d’entreprise humaniste.

  • Entreprise libĂ©rĂ©e – Isaac Getz, Ă  l’USI (ConfĂ©rence europĂ©enne Unexpected Sources of Inspiration)
    Vidéo de 43min14. USI events. 25 juin 2014

Selon le baromĂštre Gallup Q12, la majoritĂ© des salariĂ©s (en France et ailleurs) ne sont pas engagĂ©s dans leur entreprise. Ils travaillent pour faire des heures pour rĂ©cupĂ©rer un chĂšque mais pas pour promouvoir la vision et les objectifs de leur entreprise. Est-ce une fatalitĂ© ? Isaac Getz s’attaque Ă  cette question qui touche le monde de l’entreprise Ă  l’heure de sa transformation digitale. Isaac s’amuse en premier lieu Ă  dĂ©crire la typologie des salariĂ©s que nous rencontrons en entreprise en fonction de leur engagement : les personnes activement engagĂ©s (9% de l’ensemble), le personnel dĂ©sengagĂ©, dont le travail se rĂ©sume aux heures rĂ©alisĂ©es et Ă  l’attente de la fin de journĂ©e et enfin les 26% activement dĂ©sengagĂ©s. Ce constat fait, la seule issue pour l’entreprise est de libĂ©rer son organisation, libĂ©rer les Ă©nergies de ses collaborateurs et d’accompagner les managers Ă  devenir des Managers Jardinier. Leur rĂŽle n’est plus de motiver Ă  tout prix leurs Ă©quipes mais de s’assurer de rĂ©pondre Ă  3 besoins essentiels : l’égalitĂ© intrinsĂšque, le dĂ©veloppement personnel et l’auto-direction.

The limits of humanistic business:

  • L’entreprise « humaniste » oui, l’anarchie non
    Vidéo de 3min42. Widoobiz. 3 novembre 2014

Interview de M. Eric Bonnet, PrĂ©sident d’Haxone.
Pour les dirigeants, les crĂ©ateurs d’entreprises et mĂȘme les salariĂ©s, l’entreprise humaniste est un objectif un peu utopique. En effet, mĂȘme si l’idĂ©e peut laisser imaginer de belles choses, elle aurait malgrĂ© tout, des limites. DerriĂšre ce terme de plus en plus utilisĂ© se cache un vĂ©ritable modĂšle clairement Ă©tabli.

  • Beyond the Holacracy HYPE
    Article from The Harvard business review. Ethan Bernstein, John Bunch et al. Jul.Aug. 2016. Vol. 94 issue 7/8. HEC community only. Full-Text here

Most observers who have written about holacracy and other forms of self-management take extreme positions, either celebrating these “bossless,” “flat” work environments for fostering flexibility and engagement or denouncing them as naive experiments that ignore how things really get done. To gain a more accurate, balanced perspective, the authors—drawing on examples from Zappos, Morning Star, and other companies— examine why these structures have evolved and how they operate, both in the trenches and at the level of enterprise strategy and policy. Self-organization models typically share three characteristics: ‱ Teams are the structure. Within them, individual “roles” are collectively defined and assigned to accomplish the work. ‱ Teams design and govern themselves, while nested within a larger structure. ‱ Leadership is contextual. It’s distributed among roles, not individuals, and responsibilities shift according to fit and as the work changes.

 wsj

After quirky retailer adopted no-titles ‘self-management’ system, more than 200 workers decided it wasn’t for them.

 

couv-les-entreprises-humanistesYou can learn more about the subject by reading the book Les entreprises humanistes de Jacques Lecomte, available in the library. (reference number 4-4306 LEC)

mainIf you want to go further, attend the Holacracy Paris meetup next September 21th at 7 pm organized by the NUMA.

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