A thesis discussed at Roma Tre University brings order to the vast world of links between productive techniques and people
Control but motivate. Discipline in production, with human participation. The pendulum of modern business management oscillates between these two points. Eternal issues binding the inseparable issues of financial results and personal incentives to work. These issues must always be addressed carefully and can change considerably, depending on your perspective.
Reading Giulia Bulzomì’s thesis, discussed as part of the Graduate Course in Training and Human Resources Development at the Roma Tre University, is a good idea if you want an overview that helps you unravel the different theories and interpretations of the reality.
Bulzomì’s reasoning begins with the statement that “the corporate system is placing increasing importance on the profound changes that are affecting organisational management models, as well as human and social life models.” It’s a complex transformation, that affects companies and the people who work there (and spend most of their lives there) at the same time. Bulzomì explains that “Typically the aim of a company is to make profit, whereas the needs of the individual are his own and do not coincide with those of the company. The alignment of these two sets of needs, which naturally originate from two different paths, means that corporate culture has turned its gaze to a broader outlook of objectives, shifting its focus from productivity for its own sake, to productivity framed within a systemic and long-term vision that involves employees and their well-being. The correlation between this and productivity has been established.”
From a historical perspective to the present day, this research aims to address how literature and companies have sought to combine the two different sets of needs and how historical, economic and social transformations have influenced thought on the issue.
Giulia Bulzomì starts by considering the principles that sustain the company and then moves on to those relating to the motivation of people within companies. In this section, motivational theories, modern motivation techniques, the role of stakeholders from the area, the social context in which the company acts and the company’s social responsibility are reviewed. The last part of the work looks at four cases of “corporate humanisation”, among them Olivetti, and Cucinelli, but also Ferdinand IV of Naples and III of Sicily, who signed the Statute of San Leucio in 1789, regulating the processing of silk on an industrial level. In other words, motivation within companies is not just a current issue.
Giulia Bulzomì’s work has the great advantage of putting a complex and constantly evolving issue in order, and of doing so in a clear and understandable way.
Thesis, Roma Tre University, Faculty of Educational Sciences, Graduate Course in Human Resources Training and Development, 2019