Nathan, Ganesh

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Nathan
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Ganesh
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Nathan, Ganesh

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2015 - 20183
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Enddatum: 2019 × Thema: employeeship ×

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Gerade angezeigt 1 - 3 von 3
  • Vorschaubild
    Publikation
    Meaningful work, employeeship and well-being: Bringing employees’ dignity in the workplace
    (20.06.2018) Nathan, Ganesh
    Meaningfulness work has been gaining significance since the beginning of the 21st Century. This paper attempts to clarify the meaning of meaningful work as a moral issue and how it is linked to employee’s well‐being by introducing a concept of ‘employeeship’ to bring dignity at workplace. It critiques work-life balance and argues for integrating meaningful work within the work-life continuum. Employee engagement has recently become a significant topic both within human resources management consultancy and academic research. However, there are many different meanings associated with employee engagement and a variety of factors have been identified and proposed for employee engagement. These factors although may contribute to meaningfulness of work, meaningful activity is not clearly liked to well‐being. Therefore, this paper shows the link between meaningful activity and well‐being and argues for the just context rooted in self-respect to bring employees’ dignity at workplace. It introduces a concept of ‘employeeship’ and shows the importance of normative context of well‐being. It conceptualizes employeeship for ‘self‐leading’ which is constituted by autonomy, ownership and responsibility. Leadership without counterpart of employeeship can lead to undermining employees’ dignity through depriving their self-respect. This paper further attempts to show that the minimal and common conditions of freedom as non‐domination and recognition for employeeship can lead to skilful performance of employees facing fair challenges. Based on these conceptual understanding, this paper briefly discusses some implications for management in terms of leadership and concludes with further research directions in this important topic of interest.
    06 - Präsentation
  • Vorschaubild
    Publikation
    Meaningful work, employeeship and well-being
    (15.06.2017) Nathan, Ganesh
    This paper attempts to clarify the meaning of meaningful work and how it is linked to employee’s well‐being and thereby suggests some managerial implications for leadership, organizational structure and employee engagement. First, it briefly shows the different kinds of work performed for both market‐based wages such as manual work and knowledge work and non‐wages work such as domestic work, charity work etc., and traces the value of work from Marxist to the capitalist perspectives. In doing so, this paper attempts to illustrate that many types of work have become a commodity and disconnected to the essence of being performed by human. Although this is not surprising as many of the manual and repetitive works are being replaced by robots, there are many types of work that are still performed by humans without much regard to their well‐being. The meaning of work is heavily emphasized on the economic value and neglects the social value along with how a meaning may be ascribed by an employee in terms of affective, cognitive and attitudinal aspects. Second, it attempts to identify leadership and organizational factors that affect employee engagement that can contribute to their meaningful work and well‐being. Employee engagement has recently become a significant topic both within human resources management consultancy and academic research. However, there are many different meanings associated with employee engagement and a variety of factors have been identified and proposed for employee engagement. These factors although may contribute to meaningfulness of work, meaningful activity is not clearly liked to well‐being. Therefore, third, this paper shows the link between meaningful activity and well‐being and raises the concept of ‘employeeship’. The idea here is not to develop a theory of well‐being or to reduce to a master value with a reductionist impulse to say ‘happiness’ per se or to any other values but to show the importance of normative context of well‐being and how a work consisting of meaningful activities for an employee can contribute to positive employee engagement and thereby contributing to their well‐being. Hence, employeeship for ‘self‐leading’, constituted by autonomy, ownership and personal responsibility, is advocated instead of leadership focused on employees to be led or to be managed as resources. This paper further attempts to show that some minimal and common conditions, freedom as non‐domination and recognition, for employeeship can lead to skilful performance of employees facing their fair challenges. Based on these conceptual understanding, this paper briefly discusses some implications for management in terms of leadership, organizational design and employee engagement and suggests further research both theoretical and empirical in this important topic of interest.
    06 - Präsentation
  • Vorschaubild
    Publikation
    “Putting into practice of non-essentialist model of culture: Understanding corporate culture and fostering ‘employeeship’”
    (10/2015) Nathan, Ganesh
    Corporate culture is too often equated with national culture without much regard to specific corporate culture that differ in many aspects from national culture; not all corporations have similar culture within a nation. Moreover, widely practised paradigm of 5-7-9 cultural dimensions (Hofstede (5), Trompenaars and Hampden-Turner (7) and GLOBE (9)) tends to essentialize national culture; such essentialist notions of culture in practice can lead to treating employees as ‘cultural dopes’ based on the nationality of origin suppressing their agency for change and choice with singular identity disregarding multiple intersecting and shifting identities in space and time (Nathan, 2015). This sort of treatment of employees can restrict employeeship constituted by autonomy, ownership and responsibility and encourage leadership subordinated to essentialist notions of culture. Employeeship can foster personal responsibility. Against this background, this workshop attempts to provide hands-on experience putting into practice of the non-essentialist model of culture presented by Nathan (2015), bringing together practitioners, towards an understanding corporate culture and fostering employeeship.
    06 - Präsentation