This article discusses a multi-dimensional analysis of the concept of dignity at work. The research proposes that, rather than talking in general terms about dignity at work, it helps to delineate different dimensions, dignity in work and dignity at work. The analysis aims to clarify some of the complexities involved in understanding dignity at work and give far greater transparency to the role that government policy, organizations and management practice might play

Bolton, Sharon C

English

Stirling Online Research Repository (RIOXX)

~ • • ... RESEARCH DIGNITY AT WORK IS ABOUT MORE THAN GOOD PEOPLE MANAGEMENT PRACTICES Dignity al work is a complex phenomenon, related to various organisational issues such as mi,managemenL, over-long hours, bullying and poor working environments. As a basic human right, it h,is been recognised by businesses through initiatives such as work-life balance and equal opportunities. While these are valuable interventions, we believe that dignity at work should be seen as more than simply good people ma nagcmenl, where rhe ultimate goal is inevitably increasing performance. New research at Lancaster University Management School, funded by the Economic and Social Research Council, suggests that dignity can be more clearly explored if its mulli-climcmional character is highlighted. Our research proposes that, rather than talking in general terms about dignity at work, it helps lo delineate different di1rn:nsions-<lignity in work ("d ignified work") and dignity at work ("dignified workers"). "Dignified work" is work that is inLcresling and meaningful and that includes a degree of autonomy and recogni~ed social status. "Dignified workers" relates to how people are pcrct.'ived and valued in the workplace-the structures and practices that offer equality of opporlunily, a collective and an individual voice, safe and healthy working conditions, secure terms of r e Lancaster University is researching the concept of "dignity at work" to further understanding of employee welt-being in the contemporary workplace. ,• The resf!arch will analyse data about .people's experiences of work and their place t,, the labour market. • The research wilt provide an opportunity to identify what might be perceived as ''good work': the structures and practices tt,at support that work, and the overall well•bcing and success of the company and its employees. employment, and just rewards. The evidence suggests that achieving al least some elements of these two dimensions causes organisations to be seen as employers of choice, beacons of besl practice and, hence, dignified workplaces. The multi-dimensional analysis we are using will clarify some of the complexities involved in understanding dignity at work and give far greater tran\parency to the role that govemmenl policy, organisations and management practice might play. The research will investigate existing data, including information on people's experiences of work and their place in the labour market. The three main sources it will use are the I.abour Force Survey, the Sunday Times Best Companies to Work For list and lhc British Household Panel Survey. Thb data will offer the opportunity to identify the relationships between what might be perceived as "good work", the structures and practices that support that work, and the overall well-being and success of the company and its employees. The research will have a broad scope rather than examining issues -such as bullying, hours worked and security in isolation, to allow us to see them as dimensions that contribute lo employee and corporate well-being. In doing so, we will bring all the dimensions into a singular framework of analysis that reveals how they work together lo create, maintain or negate dignity al work. The research will also explore people's positions in the social world in terms of race, gender, age, and location; their experiences of work; and how lhese can be related to an understanding of dignity. Sharon Bolton is reader 1n 01gan1sat1onal analySls and director of the MA programme 1n human resource and knowledge management at L.1ncaster Unive~1ty Management School. For further 1nformat1on. v1s11 the dignity pro1ect's website » www.lums.lancsac.uk/Departments,'owt/ Re1&1rch/d1gn1ty 46 15 JUNE 2006 TRAINERS SHOULD EASE OFF THE I INFLUENCE PEDAL 1 Is it a trainer's Job to influence part1c1pants? Ear her in my career I probably would have said '"yes·: but now I'm not so sure. Persuasion and influencing reduce free choice on the part of the person being persuaded. And if we don't choose freely to change a way of behaving. we may not take full responsibility for the consequences of the change. Also. it is unlikely that I, the trainer, will ever fully appreciate the context in which one of my part1c1pants has to execute a change. So how can I know what I should be persuading them to do? As a trainer, it 1s impossible to completely avoid influencing people. Unless we lack credibility, we will influence others simply by the way we behave. We invite participants to join in a line of thinking or an activity; we intrigue them, or promise challenge or fun In these ways and many more, we influence people and enable them to have a more varied and rich experience of a topic. But when it comes to the nitty-gntty of changing behaviour back at work. we probably need to ease up on the influencing pedal. There. we want to inform, to enable people to choose to behave differently, and to facilitate wise choices. If they are given the knowledge. time and space, our participants will know what the best choice is for them I wonder if, in our eagerness to please our paymasters. we sometimes inadvertently accept the job of persuading people to change? We receive urgent instructions: the new performance management system must be implemented. leaders must adopt a coaching style, business developers must build trust with their clients It is our job to facilitate such changes happening. But 1t 1s not our Job to persuade people to make them Robust change depends on the free and active co-operation of all involved. Change produced by an exercise of my will over yours is fragile ----------------·--· ··-·· Alison Hardingham IS director of bu!.!lleSS psychology Yell<M' Dog (onllJltlllg WWW PEOPLE.MANAGLME.NTCO UK Copyright of People Management is the property of Personnel Publications Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However. users may print. download. or email articles for individual use. 

Dignity at work is about more than good people management practices

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Dignity at work is about more than good people management practices

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