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Thank you, Ephraim for your comment, to which I am in the main sympathetic. A few things, though.
One is that production in a capitalist system can be alienating, dispassionate and, even, unkind. Using terms like “human capital management” is, to a certain extent, just calling it like it is. Terms like human resources and headcount have become useful as well as popular because they reflect the way things are done. Am afraid that a detached, mechanistic approach to labor is, and has been, at the “heart” of much economic activity and theory.
I hope this situation changes. The possibility that social business may help spur that change is exciting and is the reason I asked, “Will social business spur new organizational forms and new approaches to human capital management?” Perhaps, when the underlying behaviors change, the terminology will change. But we are not there yet.
That said, there are already signs that social business is having the humanizing effect you describe. See David Garvin’s HBS case study of Zensar1, an Indian software services company, whose CEO speaks openly about love, leadership and business. At Zensar, social platforms are critical to building community and innovation.
Here’s some background on where I am coming from. In the mid-90s, I co-edited a book called Human Well-Being and Economic Goals.2 In that book, we questioned how economic theory relied on homo economicus, a strictly rational entity, as a proxy for human agency in economic situations.
That book was an early effort to capture (then) new thinking about imbuing representations of the economic individual with more human traits.