Mary Hunt, Ph.D. (c)
Mary Hunt, MBA, Ph.D. (c), is an industrial-organizational psychologist and assistant professor of business and psychology at Ave Maria University, completing her Ph.D. in industrialorganizational psychology. She currently serves as the business department internship coordinator and has previously served as director and chair of the business department. Her research and consulting focus on performance management, career and leadership development, management strategy, and entrepreneurship and the
work-family interface. Her current research explores entrepreneurs’ social, psychological, and human capital needs for supporting the work-family experience. Mary is the creator and leader of the Ave Maria Center for Home & Family Life, an applied educational initiative fostering support for student, alumni, and community for motherhood and family life that is designed to encourage women’s choices for prioritizing family life. She is cofounder of HomeAdvantage Plus, offering education for creating a home that enhances work-life integration and family well-being.
The Wisdom Papers is a series of relevant reflections on contemporary conversations from the faculty of Ave Maria University.
EDITOR
Neil Watson
Sarah Chichester
ART DIRECTOR
Balbina O’Brien
MANAGING EDITOR
Susan Gallagher
STAFF ASSISTANT
Katherine Arend
Organizational Health & Individual Dignity
Mary Hunt, Ph.D. (c)
We’ve all heard the platitude “people over profits.”
However, this assertion can imply a misplaced perception that there is a problem with profits, pitting profits as contrary to the value of people. A less pithy, but perhaps more accurate corollary is “profits in service of people.” Fundamentally, both should be true for every good organization, but often it can be challenging to consistently take the big and small actions needed to make care for people compatible with healthy profitability. Let’s look at the relationship challenges of workers and leaders and
explore some beliefs and practices that make this integral aspect of business a reality. Many leaders describe their organizations as a “family.” This statement may be wellintentioned, encouraging employees to care for one another like family, but it can also be problematic in that it may diminish time and attention from the actual family, what the Catechism of the Catholic Church calls the true “original cell of social life.” Moreover, it calls for a misplaced loyalty on the part of workers that is often one-sided when the business experiences tough
times. More and more we see the disillusionment of this superficial “familial” call in our current workplaces.
Less than ideal experiences with a manager take myriad forms and have been faced by most employees at some stage. Consider Julie who had worked at her organization for two years, diligently meeting deadlines and contributing to team goals, but when she approached her manager, Joe, with a question about her recent performance review, his response was dismissive. Without even looking up from his screen, he muttered, "If you don’t know, then maybe you shouldn’t be here," before abruptly returning to his work. His harsh tone stung, and Julie left the office feeling small, questioning not only her place at the company but also her worth as an employee. Joe's inability to respectfully respond left a lasting impact, one that diminished Julie's morale and sense of value in her work.
The desired qualit y of the manager-employee relationship calls the leader to a high level of personal responsibility starting with their own articulation of values and practice of virtue in relationships within the organization.
the individual employee. In his work, The Vocation of the Business Leader, Robert G. Kennedy reflected on a core element of the Church’s social tradition, writing that it is the conviction that “each person, regardless of age, condition or ability is an image of God and so endowed with an irreducible dignity or value. Each person is an end in him or herself, never merely an instrument valued only for its utility—a who, not a what, a someone, not a something . ... So when ‘human dignity’ is properly understood, it is incompatible with instrumentalizing humans, and it requires integration with the world in which we live.”
This Catholic social teaching is antithetical to the view of the employee as a disposable or interchangeable resource.
Business consultant Patrick Lencioni asserts that “the single greatest advantage that any company can achieve is organizational health.” In his best-selling book, The Advantage, Lencioni articulates four disciplines essential to creating organizational health: (1) build a cohesive leadership team, (2) create clarity, (3) overcommunicate clarity, and (4) reinforce clarity. While these disciplines are foundational to organizational and team dynamics, each is grounded in a deep understanding of the leader’s values and cultivation of personal virtues while communicating effectively with respect for the human persons within the organization.
according to a 2014 study by Yoshio Yanadori and Danielle Van Jaarsveld. A primary driver of job satisfaction is the quality of the relationship between the manager and employee. Managers who offer individual support, clear communication, and effective feedback create an environment of trust and respect that fosters engagement among employees.
the specific people involved, from employee, to customer, to all human stakeholders. Self-reflection leads to more thoughtful prioritization in the context of individual and organizational values.
virtues of fortitude, courage, self-control, and justice, built on magnanimity and humility, and inspiring leaders to virtuous growth in the important interpersonal relationships with their organizational roles.
There are many p oints of failure in this interaction, but the most fundamental is the lack of respect for the unique human dignity of
“People are our greatest asset” is another platitude easily misconstrued from its true meaning. Assets are defined as something of value to the organization. In this context, people are certainly the greatest asset— without their talent, skills, abilities, and dedication, there would be no organization. But given human dignity, people are on another level, distinct and infinitely more valuable than all other organizational assets and should not be collectively acquired and separated without recognition of their immutable dignity. This value-based recognition is made real in individual relationships.
The worker-orga nization relationship does not have to be contentious and burdensome. With an understanding of the nature of individual behavior in the workplace, leaders can take effective actions to create healthier organizations. Individual job satisfaction is a crucial attitude defined as the positive emotional perspective one has regarding their work in the organization. Job satisfaction, while relatively unquantifiable, has a direct impact on employee motivation, productivity, and retention. When employees are satisfied in the workplace, they tend to perform at higher levels, contribute to positive work culture, and are more likely to stay with the company longer, reducing turnover costs. Consequently, job satisfaction is a key contributor to organizational profitability
The desired quality of the manager-employee relationship calls the leader to a high level of personal responsibility starting with their own articulation of values and practice of virtue in relationships within the organization. The sustainable practice of this delicate relationship is deeply rooted in the leader’s ability to live out their values with integrity. Harry Kraemer, author of From Values to Action, offers a practical program for leaders, emphasizing the indispensable need for self-reflection as “central to your leadership. Being self-aware you know what you stand for and what is important to you. With this clarity you are able to connect and communicate with others more effectively. Grounded in self-knowledge, your leadership becomes more authentic. ... Selfreflection enhances leadership by helping you become more aware of the decisions as well as their likely outcomes and implications.” Making decisions explicitly, based on this selfreflection, enables the leader to consider all the influencing factors, most importantly the impact of decisions on
This value-based selfreflection prepares the leader to take practical, virtuous action daily. While no relationship is perfect, the personal excellence that emerges from virtuous leadership serves as an effective way to keep the dignity of each employee at the forefront of a leader’s decisions and actions. As author Alexandre Havard explains in his work, Virtuous Leadership, “Leadership is character" and “is not reserved to an elite. It is the vocation not of the few but the many.” In his concise work, Havard sets forth practical applications of the cardinal
Attaining the challenging goals of organizational profitability and success is rooted in the beautiful respect for individual human relationships in the workplace. Leaders are daily called to reflect on values and engage in virtuous behavior in the context of organizational best practices, leading by example with their skills and experience. Beyond good intentions and common platitudes, leaders ultimately live out respect for human dignity through their own growth in practical virtues and living out their values.
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