Everything has a value. Value is what someone or something represents to oneself and/or to a group, quantitatively, financially, qualitatively or symbolically.
People, companies, things – everything around us has a value. “Creating value” is a well-known expression in the business world. In business, we want to add value to our actions. It’s easy to understand that we’re talking about the quantitative and financial aspects of value that can be expressed in monetary currency. In the same sense, the work of an individual in an organization is also evaluated and expressed in monetary value, which translates into remuneration. From an economic point of view, the concept is quite clear. What about values, in the sense that we attach importance to what counts, to what underpins our decisions, actions and behaviour? Of course, companies often pride themselves on having identified values. They can even be found on walls in waiting rooms or in annual reports. But what does this mean in practice, and especially in everyday life?
Values in everyday life
I’ve often noticed that “moral” values, those that guide our actions because they are dear to us, are being flayed. The importance we attach to actions, decisions and behaviours in line with our values influences our well-being, and even our health. Too often, I’ve also seen people who are unhappy in their jobs, slowly fading away as they wait for Friday! Why, then, do we insist on maintaining an occupation or job that doesn’t allow us to blossom, develop and realize ourselves as human beings? To satisfy our basic needs, because we have to do something, because it’s frowned upon not to be busy… But who does it serve? This questioning disturbs, forces awareness and destabilizes. It takes a week, a month or a year to do something that doesn’t satisfy us. What’s the manager’s role in all this?
Organizational ethics consultant Diane Girard presents a very enlightening text on the subject of value conflicts and suffering at work, based on various studies exposing their influences and effects. Since work occupies a large proportion of our time, it seems important to me that this time should be devoted to carrying out actions in which individual values are, as far as possible, in harmony with those of the environment or context. This is not just an individual matter, although each person is responsible for his or her own choices, but, among other things, a complex combination of individual, collective and organizational values. The narrower the gaps in shared values, the less tension there will be, and the greater the mobilization that will undeniably contribute to the well-being of individuals and their contribution to the workplace. Responsible management therefore involves identifying and addressing the situation, in order to consider constructive solution options. When experienced on a daily basis, these tensions become untenable for both the individual and the organization. Preventive action is possible during the selection process. As we all know, organizations and individuals evolve. Vigilant management can identify these situations and address them ethically, to ensure organizational health and individual well-being. It’s all about putting into action some of the most important values in human resources management: respect and health in the workplace.