The paper “ Is the Attempt to Manage Employee Cultural Values and Emotions Reasonable or a Step Too Far? ” is an inspiring variant of the literature review on human resources. This paper argues that it is wrong for organizations to seek to manage the values and emotions of employees despite the fact that there is an acceptance that there may be some good intentions behind the attempts by management to do so. The argument in the paper is presented by way of three sections. First, the paper discusses the reasons behind the proposition that organizations should attempt to manage the cultural vies and values of employees.
In this regard, it will be argued that organizations should establish a corporate culture that will guide various actions in the organization and hence give a sense of direction to organizational stakeholders while providing identity for the organization. This generates pride among the employees and hence enhances corporate productivity (Peters & Waterman 1982). The paper then discusses why employees being social beings ought to be given some level of control on their cultural views and values (Knights and Roberts, 1982).
In the third section, the paper will argue that attempts to manage employees’ emotions and cultural values may not be a solution to achieving improved satisfaction and hence production for employees and may lead to the undesired results of employee rebellion. This is because employees may view this as a manipulative attempt (Willmott, 1993) and an additional level of control thus resulting in resentment by employees (Ackroyd & Crowdy, 1990). Managing employees’ cultural values and emotions are essential in establishing a corporate culture that is essential for enhanced performance and corporate identity.
Willmott (1993) states that corporate culture emerged in the 1980s and was highly endorsed as a tool of gaining competitive advantage for the organization. According to Peters & Waterman (1982), strengthening of corporate culture was a way of achieving enhanced corporate performance as it helps in achieving greater employee commitment and flexibility.
Ackroyd, S. and Crowdy, P. (1990) ‘Can culture be managed? Working with “raw” material: the case of the English slaughter men’ Personnel Review 19(5) p3-12.
Jaffee, D. (2001) ‘The rise of the factory system’ Organization Theory, Boston, McGraw Hill, p 42-63.
Brewis, J. (2006) ‘Culture’ in Knights D. & Willmott H. (eds.) (2006) Introducing Organizational Behavior and Management, London: Thompson.
Knights, D. And Roberts, J. (1982) ‘The Power of Organization or the Organization of Power?’ Organization Studies 3(1) p47-63.
Peters, T. and Waterman, R. (1982) In Search of Excellence: lessons from America's best-run companies Sydney: Harper & Row: Chapter 3.
Willmott, H. (1993) ‘Strength is ignorance, slavery is freedom: managing culture in modern organizations’ Journal of Management Studies 30(4) p515-552.