Employees: A Problem for The Organization?

Employees: A Problem for The Organization?

We all live longer in the west. Indeed, the fact that our retirement age is constantly being delayed suggests that we tend to have much more productive years of life than previous generations. 

This is undoubtedly a victory in terms of advances in medicine, nutrition, and lifestyle, but also a major challenge for families, communities, and institutions that need to develop ways of caring for the elderly in the long term.

Period like never before. In particular, it has created a generation of “workers” who care for adult relatives by trying to build and maintain their careers.

It is easy to see why the growing number of nurses can create difficulties for organizations and especially for human resources and resource planning departments. Responsibility for caring often comes unexpectedly because an adult relative suddenly becomes less able to care for himself. 

Nursing assignments can feel open and unpredictable, and it is impossible to know whether they will last for months, years, or even decades. It is not easy to adjust the distribution of workloads and expectations if it is not clear how long or how intensive the employee’s maintenance will be.

For the nurses themselves, the emergence of caring responsibilities can be a serious challenge to their sense of identity. We live in a world where the idea that professionalism equals commitment is paramount. Corporate strategists and experts in culture change seek a high level of organizational commitment from their employees

There are many terms in the business literature, such as employee engagement and organizational transformation models, that highlight the importance of employees who are inspired or even committed by their managers and the vision of the company they feel.

Most OD business consultants and strategists will likely agree that employees have the “skin in the game” to help achieve company goals. And of course, for the workers who look after them, there is more than one game at stake for them.

”There is still an assumption that becoming a working carer is a problem – both for the organization and for the individual. But they should be viewed as an opportunity.”

In the private and public sectors, organizations are working hard to help a growing number of workers care for them. Many have built support networks and implemented policies, including paid and unpaid leave, to help understand the complexities of balancing work and care. 

The scoring system is being redesigned to put effectiveness in context and focus on quality over quantity. In several of the organizations I visited, senior executives spoke openly and openly about their caring responsibilities and the practical and emotional impact they had on their work and sense of professional identity. 

This is a powerful thing because it can help dispel the shame and fear of employees when their personal lives do not allow for the perfectly dedicated employees traditionally necessary for professional success.

Despite the bold efforts of many organizational leaders, human resources professionals, and supervisors, the belief remains that being a working carer does matter – for both organizations and individuals.

Regardless of how hard they try to be attractive colleagues, managers, and support staff, the basic feeling is that caring is disrupting or even destroying careers.

Carers Facts – from the Carers UK agitation group

  • One in eight adults (about 6.5 million people) care
  • By 2037, the number of caregivers is expected to increase to nine million
  • More than 6,000 people take care of responsibilities every day – that’s more than two million people a year
  • 58% of caregivers were female and 42% male
  • Nurses save the economy £ 132 billion a year, with an average of £ 19,336 per care worker
  • More than three million people are juggling jobs
  • In 2014, 30% of workers had earned at least £ 20,000 less than before from treatment
  • Every fifth caregiver had to give up his / her job completely because of the significant demand for care.

Opportunities for organizational life?

I want to challenge this assumption that nursing is sure to destroy careers by asking the question:

“What do we experience as carers who can help us instead of hinder the life of our organization?”

In other words, I think we can see our nursing experience as a valuable source and source of experience. It has to do with our experiences in care and nursing and how they inform and shape our interpersonal relationships throughout our lives. 

I’m not making this somewhat provocative suggestion because I want to underestimate how difficult it is to work. Nor am I denying that imposing different work models and unpredictable stocks can severely destroy organizational life and cause resentment among co-workers who have to hold the stronghold.

However, this has had a very strong influence on the fact that the idea of ​​care is central to the life of our organization. This is because the experience of caring is related to asymmetrical or unequal relationships – the way people interact when one person has more strength or ability or capacity than another. And this type of interaction is at the heart of many big business debates, including:

  • Relationship between leader and followers – characterized by differences in status, power, experience, and/or expertise.
  • Decisions about leadership methods and change management – especially those that decide between “transactional” and “transformational” approaches.
  • Ideas for “domestication” – and “bad” problems – and the extent to which stakeholders were instructed or empowered to participate in solving them.

All three examples involve understanding the dynamics of the strength of an asymmetric or uneven relationship. All three are featured in the curriculum for corporate and academic programs for leadership and leadership development. And I think all three are illuminated by the prism of our nursing experience.

This is because nursing involves making decisions about how to deal with differences in status, power, and expertise without dominating or childish others. 

Caring also means accepting the fact that you are at the end of a projected series of emotions, often in the form of anger, resentment, and helplessness. Often they are completely unfair and unreasonable, like the feelings of anger and frustration that leaders meet when they let us go and end up dying. 

Our expectations of ourselves and others in caring relationships evoke powerful and primitive emotions. Recognizing and accepting them in our personal lives can – can – help us to recognize and deal with them in our work lives.

These thoughts are linked to the growing demands for organizational life that result from an “ethics of caring”. To me, the idea that nursing is about ethics is so important because it stimulates reflection on the importance of our work and the obligations of our organization, rather than encouraging us to always look for ways to be more effective. 

My arguments about how persistence can improve our work lives lose their strength and authenticity when they employ policies or procedures – either in jargon or insensible quotes. In my opinion, “nursing ethics” is not a shiny new model or theory that can serve as a recipe for business success. 

Rather, it’s about reconnecting with what we already know as humans – our understanding of the emotional dynamics of ourselves and our relationships with others. 

Nursing is an opportunity, not in the sense that organizations can colonize and emulate it in terms of business outcomes, but in the sense that we as humans can reflect on how our life experiences outside of work might not be as good. Otherwise or excluded from our experiences through our life in them.

Ethics of care in organizational life include:

  • Questioning the assumption that grooming is a pure household issue or something “pink and soft”
  • Reconnecting our experiences through the so-called “work-life boundaries”
  • Consider the emotional consequences of our work and our relationships

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