Błażej Balewski

New paradigms of development vs. the satisfaction level of employees.

Summary

The explanations of existing systems dependences in the organization, enables the creation of new paradigms of development, however the new conceptions not always have the practical utility. They take into consideration the satisfaction of employees very rarely, too. There are many reasons of such a state, among others: the researchers cultivate the idea of improvisation and conscious chaos without regarding the place and role of HR within the organization. There exist difficulties to define the settlement of range and the notion of satisfaction, too. The authors of the article attempt to match the main requirements established by the science to language as well as keeping in mind the necessity of regard in investigations the hitherto existing acquisition of human resource management science. They propose the new formulation of employee satisfaction. The term, mentioned above refers to rich experience of investigations over signification of the man's satisfaction and relationship of the workers' satisfaction related to realization of organizational goals. Through the critical analysis of chosen new paradigms of development, the authors confirm the legitimacy of the assumed meaning of satisfaction. They also show how to avoid the loss of values of efficiency and how to counteract the free hireling's business.

Introduction

Creators of the new paradigms1 of development most often pre-select the domains which influence the core of the concepts they create2. This can be attributed to the multifaceted nature of the organization management. Accepted assumptions become the factors which limit practical application of those concepts. The pre-selection also promotes the idea, that it is impossible to fuse the complex array of the organization aims with the human resources comprising the organization. Moreover, this initial choice also corrupts the scientific notion behind the word ‘paradigm’3 and entails mistaken interpretation of several other notions. One of those is the permanent gratification of the employees4 – mistakenly understood as satisfaction5. Thus, it has to be stated that:

1. New paradigms of development consider only some of the elements of the organization.

2. The created concepts of management are based upon the axioms of postmodernism. 3. New paradigms do not promote the constant revival of the organization.

1 Declination pattern (Lat) paradigma, paradigmatis – an example, a sample; also (Greek) paradeigma, paradeiknynai – to compare, to compose. Kopaliński W, Słownik wyrazów obcych, Wiedza Powszechna, Warsaw 1985, p.3132 The basis for the initial choice of the important factors is usually an assumption about the role (in management) that different types of organization capital play, or choosing between a process-oriented and a goal-oriented concept of an organization. 3 Kuhn (American philosopher; ascribed the scientific meaning to the word ‘paradigm’) understands the paradigm as the set of basic ideas and theories which provide the foundation for the science. It must be original and appealing, so that a new school, competing with the methods already in place, can be founded. Kuhn T.S., The Structure of Scientific Revolutions, The University of Chicago Press, Chicago 1962, Polish edition: Kuhn T.S., Struktura rewolucji naukowych, PIW, Warsaw, 1968.4 For Kwiatkowski E., an employee is anyone contracted or self-contracted to do a task. Kwiatkowski E. , Bezrobocie (in: ) Milewski R. (ed.) Podstawy ekonomii, PWN Warsaw 2003, p.534.5 (Latin: satisfactio ‘reimbursement, fulfillment’). Nowadays: 1. the feeling of pleasure, contentment. 2. reimbursement for wronging, offending someone; formerly e.g. a duel. Kopaliński W, Słownik wyrazów obcych, Wiedza Powszechna, Warsaw 1985, p.378.

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4. Creators of the paradigms either omit the meaning behind the gratification of the employees or use the erroneous term ‘satisfaction’ instead.

5. Attempts have to be made to formulate assumptions for the new paradigm of the organization development. This new paradigm should incorporate up-to-date scientific achievements, mostly those pertaining to the newest philosophical systems and the science of happiness.

Description of chosen new paradigms of organization development.

According to the postmodernist movement, the time of contradiction, conflict between different science branches or between different word-games, discussions and lifestyles, leads to an information overload, and to the information shallowing6. This rather radical idea is reflected in numerous scientific domains, management science included. Allusions to such contradictions, disintegration of the values (as source of new challenges for the theoreticians of management) in research papers may be symptomatic of the information overload7. Mrs. E. Masłyk – Musiał claims that such allusions lead to the creation of pseudo-concepts which revitalize the organization only for the short time. Truthfulness of this sentence can be proved by the analysis of some new paradigms of the organization development. In his “victorious culture” paradigm, R. Kanter states that the situation, where due to the loss of trust the organization falls apart, can be avoided through (..) „a prolonged investment in the cooperation, communication and initiative –oriented culture”8. This word-game, coined in the spirit of postmodernism, in its essence alludes to the resource-based competitive advantages, to the potentialization, i.e. accumulation of the social capital9, and to the ultimate goal of human existence. This goal is expressed both in single-subject and in multi-subject activities; it is, essentially, the permanent happiness which humans crave all the time and through all the actions, though they do not explicitly name it as such10. In the research of the ways to use chaos for the organization improvement, R. Kanter creates the sequential model of the change management11. Other researchers used this model as a construction foundation or the source of falsification, in the attempts to create their own paradigms. Those paradigms would use the change to improve organization effectiveness and increase the satisfaction of the employees12. Modern change-oriented concepts treat changes not as singular, technical events, but emphasise the ‘sociality’ of change and the necessity to be a conscious participant in the changes13. The creators also stress that the organization is constantly undergoing change in all its aspects14. Those changes make the organization dynamic. In her research, the author of the dynamic organization paradigm, Professor E. Masłyk – Musiał, shows the significant correlation between how the change is perceived by managers (managers’ attitude and mobilization to undertake activities during the changes,

6 Lyotard J.F., Kondycja ponowoczesna. Raport o stanie wiedzy, 1971, for: Vogt M., Historia filozofii, KDC, Warsaw 2004, p.4077 Masłyk-Musiał E., Nowe paradygmaty zarządzania rozwojem, umożliwiające sprawne wdrażanie zmian (in: ) Barcik A and Barcik Cz. (eds.) Rozwój lokalny i regionalny, po wejściu Polski do Unii Europejskiej, vol.1, ATH in Bielsko Biała, 2006, p.138 Kanter R, Moss. Confidence. How Winning Streaks and Losing Streaks Reign and End, Crown Business, New York, 2004, p.199 Masłyk-Musiał E., Nowe paradygmaty... 2006, p.1610 Wojtyła K., Elementarz etyczny, TN KUL, Lublin, 1983, p.6611 Kanter R, Moss, Stein B.A., Jick T.D., The Challenge of Organizational Change, New York, The Free Press 199212 Among others, Poole, Van de Ven: for Masłyk-Musiał E., Nowe paradygmaty... 2006, p.1713 Daniecki W., Strategie zmian.Refleksje nad praktyką, SWPS, Warsaw 200414 Paradygmat Organizacji w ruchu – Masłyk Musiał E., Organizacja w ruchu. Strategie zarządzania zmianami, Oficyna Wydawnicza, Cracow 2004

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managers’ competence in change-management) and their involvement with the change, their optimism, appointing important abilities in the change introduction, and the youth-characteristics15. The author notes, that only the high youth coefficient16 of the organization allows the goals of the organization to be achieved17. The author understands those goals only as the way to gain the competitive advantage and as an openness to the customers’ expectations18. This point of view shows, that the bulk of the rules and notions either omits employee satisfaction19 or identifies it with the prosperity of the organization as such. Such an identification seems to be valid only on condition that both subjects are permanently satisfied in the Aristotelian understanding of happiness – the eudaimonia.

Tab.1The order of the motivational factors.Women Men

1. Certainty of employment

2. Doing a job where you feel good as a person

3. Payment

4. An opportunity to study and learn

5. Possibility to achieve something profitable

6. Possibility to increase qualifications and to

develop skills

7. Manager’s praise

8. Co-workers respect

9. Co-workers friendliness

10. Promotion

11. Freedom in performing the tasks

1. Certainty of employment

2. Payment

3. Promotion

4. Doing a job where you feel good as a person

5. An opportunity to study and learn

6. Co-workers friendliness

7. Possibility to achieve something profitable

8. Possibility to increase qualifications and to

develop skills

9. Co-workers respect

10. Freedom in performing the tasks

11. Manager’s praise

Source: Niedzielski E., Motywowanie pracowników w warunkach niepewności zatrudnienia, (in: ) Pocztowski A. (ed.) Praca i zarządzanie kapitałem ludzkim w perspektywie europejskiej, Oficyna Ekonomiczna, Cracow 2005, p.493

The validity of this hypothesis can be proven by the permanent order of the motivational factors20, the stimuli challenging the employees and giving them permanent satisfaction. The main factors in Poland are employment and work price, i.e. payment. Both those elements are integral parts of the notion to own the biggest possible amount of goods available to a human21. However, the up-to-date research on the organization management points to other

15 Masłyk-Musiał E., Nowe paradygmaty... 2006,pp.19-2116 The relation between: how the managers see the change, their attitude, mobilization to perform activities necessary in the change, and: their competence to manage changes, involvement with changes, optimism, appointing the necessary skills to introduce change and the youth characteristics17 -Musiał E., Nowe paradygmaty... 2006,p.2218 Ibidem19 In the literature on the subject (cf. Robins S.P.Truth About Managing Peolple...And Nothing but the Truth,Pearson Education Inc., 2002, pp42-42) one can find an attempt to prove there is no correlation between the lack of contentment and the effectiveness of the organization, or diminished influence of the former on the latter. 20 The research, conducted in 1992 by the group of HR experts BKKK about the hierarchy of the values of Poles, has shown that Poles had seen the income as the most important factor, the second most important was the certainty of the employment, and only the fourth place was given to the prestigious occupation. The research was conducted in the beginning of the socio-economical transformation in Poland. Source: Szkolenie podczas procesu przekształceń – analiza porównawcza i propozycje modernizacji systemu oświaty zawodowej i szkolenia w Polsce. HR expert group, BKKK, Warsaw 1992. 21 Eudaimonia - Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979. p.20

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available goods connected with a job, and which determine the permanent satisfaction. U. Gros proposes to break those into three categories: organizational factors (goods), social factors and personal factors (goods)22. According to her, the organizational goods are all the elements connected with job content: job description and punctuality23 of the performed tasks, the physical conditions24, promotion possibilities, payroll and other services. Among the social goods, i.e. those, which determine the level and permanence of the satisfaction with the job, the author mentions: organizational ambience, accordance with the etiquette, relations with the superiors, relations with the co-workers25 and customer relations26. Personal goods, in her opinion, are as follows: needs, age, sex, experience and profession27. The results of the up-to-date research papers allow one to measure the relation of the permanence and level of the work-satisfaction to the occurence and multitude of the goods described above28. On the other hand, the research also points out that lack of permanent satisfaction with the work is reflected in the lack of involvement and identification with the work29. Thus the situation arises, where both organizations and the scientific research in this area can follow the distinctive path30. There is no need to wander. All the goals and the research methods known to science aim at one thing – to make an organization, both in process and goal oriented approach, a place where permanent satisfaction can be found.

Satisfaction or contentment?

The answer seems to be obvious – contentment, not satisfaction. There can be no link between the meaning behind the notion with reimbursement31, gratification32 or with redemption33. The common meaning close to pleasure and feeling satisfied, especially since the science has proven that contentment goes beyond sheer pleasure. In the science of happiness this contentment, the denominators of its occurence along with the sources of contentment and periods between different aspects of contentment co-create the basic notion, the underlying element of happiness. There are many reasons, for which the sciences of happiness use the notion of satisfaction instead of permanent contentment (happiness). Among those, there is of course the word-play

22 Gros U., Zachowania organizacyjne w teorii i praktyce zarządzania, PWN, Warsaw 2003, p.11523 DeMarco and Lister stress that people under time restrictions do not work better, they only work faster. The time constrictions, according to the authors, not only adversely affect the quality of work, but also the contentment of the employees. Source: DeMarco T., Lister T., Peopleware.Productive Projects and Teams,Dorset House Publishing, New York,1999, p.32. To prove their thesis they allude to the Parkinson law. (ibidem pp.38-42)24 Also known as the features of the perfect work-place. Among those features there are: personalization of the work-space for own needs, appropriate natural lighting, external, internal and public place (i.e. separating the visitors and guests). Source: DeMarco T., Lister T., Czynnik ludzki.Skuteczne przedsięwzięcia i wydajne zespoły.WNT, Warsaw 2002, pp.100-10525 T. DeMarco and T. Lister emphasise the importance of the so-called tuned-in teams and the ‘histerical optimism’. They also note, that the team is not necessary to achieve the collective goals, but to fit the individual goals to it (DeMarco T., Lister T., Czynnik ludzki.Skuteczne przedsięwzięcia i wydajne zespoły.WNT, Warsaw 2002, pp.139-142)26 Gros U., Zachowania organizacyjne..., Warsaw 2003, p.11627 ibidem28 Hodgetts R.M.,Organizational Behavior, Englewood Cliffs, 1978, Czubasiewicz H., Nogalski B, Ocenianie motywacji pracowników I satysfakcji z pracy.Analiza przypadku (in : ) Pocztowski A. (ed.) Praca i zarządzanie kapitałem ludzkim w perspektywie europejskiej, Oficyna Ekonomiczna, Cracow 2005, pp.512-51429 Aldag R.J., Stearns T.M., Management, South-Western Publishing Co.,Cincinnati, Ohio, 199130 The antithesis to the Heidegger’s „wandering” theory. 31 Cf footnote 532 ibidem 33 (ang.) Satisfaction – m.in. zamzywanie winy (redemption) Stanisławski J., Billip K.,Chociłowska Z., Podręczny słownik angielsko-polski, Wiedza Powszechna, Warsaw 1986, p.633

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(prominent postmodernist feature), but also the conviction that contentment is just the feeling of pleasure, arising from the fulfillment of some desires34. In the common understanding one of the desires – work – is often omitted. This causes the state, in which in the scientific view the feeling of permanent contentment is restricted to the common meaning. This state is a classic trap, the trap L. Wittgentsein35 warned about. When one focuses on the meaning of the contentment for the organization and its members, it is necessary to pay special attention to the previous achievements of the science, philosophy in particular – since the domain of happiness and contentment has been thoroughly researched by the philosophers36.The views on permanent contentment (happiness) as far as the multifaceted nature and impossibility of achievement of it goes37 where expressed in the olden literature. In the 18th century, Helvetius38 classified the meanings behind the notion of permanent contentment (happiness). He claimed that:

- He is happy, on whom the fortune smiles - One is happy because of the most intense joy - Happy is one, who has greatest goods, or at least a positive account of life - He is happy, who is content with his life

Nearly 200 years later, J. Hastings39 classified the definitions of happiness. He was of the opinion that permanent contentment can be viewed either in the formal way, where happiness = goodness, the final goal of activity40 or in the materialistic way, where

a) Happiness = pleasure41

b) Happiness = luck c) Happiness = the feeling accompanying the activities of self.

Yet another perspective of the permanent contentment was shown by W. Tatarkiewicz, in his treatise “On Happiness”. The author differentiates the meanings of permanent contentment between:

I. The objective view, the complex of the positive events, as fortunate set of conditions of life42

34 Szymczak M.,Słownik języka polskiego, PWN,Warsaw 1983, vol.3, p.90035 (...) Finding logic in colloquial language is impossible. Language covers thoughts and from the external form of the garment the form of thought can not be found. Because creating the garment has different aims than showing the form of the body. Wittgenstein L., Tractatus logico-philosophicus, translation Wolniewicz B, Warszawa, 1970r., for: Markiewicz B., Filozofia. Wybór tekstów, WSiP, Warsaw, 1986, p.39636 The issue of happiness (the phenomenon of the permanent contentment) can be found in the works of Confucius and Aristotle.37 Thomas Aquinas said: „The final goal of a man is happiness eternal in the afterlife. A man can not attain this goal alone, since this depends on the God’s Grace.” (Source: Vogt M., Historia filozofii, KDC, Warsaw 2004, p.189 and pp. 190-191) and Stendhal (real name: Marie Henri Beyle 1783-1842, French writer)- „Happiness is what we probably will not find in life, yet it is worth a life’s search” (Source: Glensk J and Cz., Myślę więc jestem, Antyk 1991, p.315)38 Helvetius, De l’homme, Oeuvres complètes, vol.III, Londres 1777, p.432, Polish translation: Legowicz J., O człowieku jego zdolnościach umysłowych i wychowaniu, 1976, for: Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.2439 Hastings J., Encyclopaedia of Religion and Ethics, 1908-1917, for: Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.2440 The concept of Eudaimonia is later shared by Patricius of Plzno: „Happiness encloses in itself all the goods.” And „Happiness will not increase, even though other goods will come to it”., Source: Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.2141 cf : Aristippus - Happiness = Pleasure, (Source: Vogt M., Historia filozofii, KDC, Warsaw 2004, p. 72) and Eugene Delacroix (1798-1863, French painter) „The mystery of happines lies not in owning things, but in taking pleasure in them” - Source: Glensk J and Cz., Myślę więc jestem, Antyk 1991, p.9442 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.16

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II. The subjective view, i.e. a kind of experience, the extraordinarily joyful and deep emotion, intense joy43 III. The primary philosophical view44, owning the greatest amount of goods available to the human45

IV. Today’s view, the subjective one – permanent contentment with the whole of life.46

Mr. Tatarkiewicz also looks for the sources of the permanent contentment (happiness). In the treatise “On Happiness” he states that those sources are47: the external goods, positive feelings, work, the objects of selfless interest and the promise of reaching goodness48. From the organizational science standpoint, the important source for the permanent contentment, as stated in “On Happiness” among other works, would be work49, since it is the source of the goods for both the organization and the people performing tasks. Work is the organized cycle of activities. It cannot be perceived as a mark of chaos50. Therefore, there are real premises to attempt to create a new paradigm. It should use both process and goal oriented approach for the organization, as a set of multi-subject activities aimed at realization of the common array of goals – eudaimonia.

The basic principle of the new paradigm

The fundamental rule about the paradigm51, as set out by Kuhn (in regard to the necessity to create the new set of notions and theories before building a new concept), in case of the happy organization52, will have to negate the idea of chaos and base on the contemporary achievements of the management science and the science of happiness. Therefore, there will be no revolution in terms and methods, just an attempt to redefine them, by pointing out the primary, appropriate and eternal (according to the authors) meanings. The rule, which states that periods between specific stages of contentment53 are necessary to achieve permanent contentment, will be achieved via verifying empirically whether it is possible to connect the said periods with the stages of organizational development. According to the authors, the activities which will be performed in the near future may prevent the „fossilization” of

43 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.1744 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, pp. 20-2145 cf Aristotle - „The greatest good of the man is happiness (eudaimonia), perfection of the individual. A man can reach perfection, thus happiness, through proper education, using his own and given goods – through the actions within reason and virtue. For eudaimonia, however, a man needs to answer the urges of the flesh.” (Source: Vogt M., Historia filozofii, KDC, Warsaw 2004, pp. 92 and 94) as well as Aurelius Augustinius – „He is happy, who has what he needs, but needs nothing bad.” (Source: Aurelius Augustinius, De beata vita, ch.10, translation: Świderkówna A.,O życiu szczęśliwym, in: Dialogi filozoficzne, vol.1, 1953, for: Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.20)46 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.2247 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, pp.300-31848 Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.31549 Work was seen as the source of happiness by the 18th/19th century philosophers and publicists. This is why Joseph Korzeniowski (1797-1863, Polish novelist and educator) claimed, that „There is happiness on earth, but in the decent work, not in the promises of the fate and lottery.”(Source: Glensk J and Cz., Myślę więc jestem, Antyk 1991, p.193)50 Szymczak M. Defines chaos as the state of complete disorder, commotion and dissipation, in other words – confusion” (Source: Szymczak M., Słownik języka polskiego, PWN,Warsaw 1983, vol.1, p.250)51 cf footnote 352 The name has already been used by one of the organizations; in practical terms, this was a complete negation of the issue in question, since it was based on the psycho-manipulation. 53 cf: Tatarkiewicz W.,”A man can not be joyful forever” (Source: Tatarkiewicz W., ‘On Happiness’, PWN, Warsaw 1979, p.33) and George Bernard Shaw (1856-1950, English playwright and publicist) „Happiness all the life! No one would have been able to bear it – it would have been hell on earth” (Source: Glensk J and Cz., Myślę więc jestem, Antyk 1991, p. 302)

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science54 and can bring forth the specific data, as well as lead to a greater precision in the accord between theory and practice.

Bibliography

1) Aldag R.J., Stearns T.M., Management, South-Western Publishing Co., Cincinnati, Ohio, 19912) Augustinus, De beata vita, ch.10, translation: Świderkówna A., O życiu szczęśliwym in: Dialogi

filozoficzne, vol.1, 19533) Czubasiewicz H., Nogalski B, Ocenianie motywacji pracowników i satysfakcji z pracy. Analiza

przypadku (in:) Pocztowski A. (ed.) Praca i zarządzanie kapitałem ludzkim w perspektywie europejskiej, Oficyna Ekonomiczna, Cracow 2005

4) DeMarco T., Lister T., Peopleware. Productive Projects and Teams, Dorset House Publishing, New York,1999, translation: Beuermann E., Czynnik ludzki.Skuteczne przedsięwzięcia i wydajne zespoły.WNT, Warsaw 2002

5) Glensk J and Cz., Myślę więc jestem, Antyk 19916) Gros U., Zachowania organizacyjne w teorii i praktyce zarządzania, PWN, Warsaw 20037) Hastings J., Encyclopaedia of Religion and Ethics, 1908-19178) Helvetius, De l’homme, Oeuvres complètes, vol.III, Londres 1777, translation: Legowicz J., O

człowieku jego zdolnościach umysłowych i wychowaniu, 19769) Hodgetts R.M., Organizational Behavior, Englewood Cliffs, 197810) Kanter R, Moss. Cfidence. How Winning Streaks and Losing Streaks Reign and End, Crown Business,

New York, 200411) Kanter R, Moss, Stein B.A., Jick T.D., The Challenge of Organizational Change, New York, The Free

Press 199212) Kopaliński W, Słownik wyrazów obcych, Wiedza Powszechna, Warsaw 198513) Kwiatkowski E. , Bezrobocie (in:) Milewski R. (ed.) Podstawy ekonomii, PWN Warszawa 2003r14) Kuhn T. S., The Structure of Scientific Revolutions, The University of Chicago Press, Chicago 1962,

Polish edition: Kuhn T.S., Struktura rewolucji naukowych, PIW, Warsaw 196815) Lyotard J.F., Kondycja ponowoczesna. Raport o stanie wiedzy, 197116) Markiewicz B., Filozofia. Wybór tekstów, WSiP, Warsaw, 198617) Masłyk Musiał E., Organizacja w ruchu. Strategie zarządzania zmianami, Oficyna Wydawnicza,

Cracow 200418) Masłyk-Musiał E., Nowe paradygmaty zarządzania rozwojem, umożliwiające sprawne wdrażanie

zmian (in: ) Barcik A and Barcik Cz. (eds.) Rozwój lokalny i regionalny, po wejściu Polski do Unii Europejskiej, vol.1, ATH in Bielsko Biała, 2006

19) Niedzielski E., Motywowanie pracowników w warunkach niepewności zatrudnienia, (in:) Pocztowski A. (ed.) Praca i zarządzanie kapitałem ludzkim w perspektywie europejskiej, Oficyna Ekonomiczna, Cracow 2005

20) Robins S.P. Truth About Managing People...And Nothing but the Truth, Pearson Education Inc., 200221) Stanisławski J., Billip K., Chociłowska Z., Podręczny słownik angielsko-polski, Wiedza Powszechna,

Warsaw 198622) Szymczak M., Słownik języka polskiego, PWN, Warsaw 1983, vol.1 i 323) Tatarkiewicz W., On Happiness, PWN, Warsaw 197924) Wittgensteian L., Tractatus logico-philosophicus, translation Wolniewicz B, Warsaw, 197025) Wojtyła K., Elementarz etyczny, TN KUL, Lublin, 198326) Vogt M., Historia filozofii, KDC, Warsaw 2004

54 Other demands to a paradigm that Kuhn has put forth , Kuhn T. S., Struktura rewolucji naukowych, translation: Ostromecka H.,Warsaw 1968, ch.6

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