Creating caring organizations.

Fuqua, Dale R.; Newman, Jennifer

doi:10.1037/1061-4087.54.2.131

Cited by 17 publications

(16 citation statements)

References 26 publications

(29 reference statements)

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“…They identified nine characteristics that they believe to be essential to building and maintaining caring organizations: gratitude, forgiveness, encouragement, sensitivity, compassion, community, tolerance, inclusion, and charity. Although these elements are familiar and common, according to Fuqua and Newman (2002), few organizations can be characterized by them in part because of the economic and political realities facing organizations that lead to competitive and hostile environments.…”

Section: Organizational Caringmentioning

confidence: 99%

“…According to Vinarski-Peretz and Carmeli (2011), caring organizations are those in which employees perceive the organization as caring, supportive, and nurturing. Fuqua and Newman (2002) define a “caring organization” in terms of “systems where personal concern about the welfare of others and self is the norm” (p. 134). They identified nine characteristics that they believe to be essential to building and maintaining caring organizations: gratitude, forgiveness, encouragement, sensitivity, compassion, community, tolerance, inclusion, and charity.…”

Section: Research On Caring In Organizationsmentioning

confidence: 99%

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A Model of Caring in Organizations for Human Resource Development

Saks

2021

Human Resource Development Review

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Although caring and an ethics of care have been part of the nursing and education literature for many years, it has seldom been the focus of research and models in the HRD literature which has tended to be dominated by masculine rationality and models that focus on performance. In this paper, I argue that caring represents an important positive attribute of organizations and that a model of caring provides an alternative to HRD models based on masculine rationality and a performance philosophy. Research on caring in nursing and education is reviewed along with calls for an ethic of care in HRD. This is followed by a review of research on caring in organizations which provides the basis for the development of a model of caring in organizations for HRD. The model demonstrates the relationships between caring from three sources or levels in an organization (the organization or business unit, management, and co-workers), a climate of care for employees, and positive employee outcomes. HRD care-enhancing interventions for developing caring in organizations are then discussed. The paper concludes with a consideration of the implications of a model of caring for HRD research and practice.

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Section: Organizational Caringmentioning

confidence: 99%

Section: Research On Caring In Organizationsmentioning

confidence: 99%

A Model of Caring in Organizations for Human Resource Development

Saks

2021

Human Resource Development Review

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“…Through this lens of compassion and care, future research might explore the positive and even reciprocal effects of WFSs on employees' family and work relationships. When organizations provide WFSs to their employees (and encourage use), it can set in motion a chain of care—enabling employees to nurture and grow relationships that are of great import (see Fuqua & Newman, 2002). WFSs are not only critical to supporting employees as they manage their own WFC but also serve to meet their families' critical caregiving needs, which may extend beyond caring for young children to caring for aging parents or sick family members.…”

Section: Path Forward: Bridging the Macro–micro Divide Through An Intmentioning

confidence: 99%

The value of 21st century work–family supports: Review and cross‐level path forward

2020

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Summary The adoption of work–family supports (WFSs), defined as discretionary and formal organizational policies, services, and benefits aimed at reducing employees' work–family conflict and/or supporting their family roles outside of the workplace, has become a growing trend in contemporary organizational life. Yet, despite their widespread popularity and vast scholarship investigating their effects, questions remain as to the value (i.e., positive effects or benefits) they provide to organizations and their stakeholders. In this review, we carefully examine and critique current research that explores the value of WFSs conducted within different academic disciplines, across global research contexts, and using a variety of methodological approaches. We pay particular attention to understanding the different ways and conditions under which employees and organizations can benefit from WFSs, and we highlight the potential paths (i.e., why and when) through which value can be experienced. In conducting this comprehensive review, we also discuss the critical theoretical and empirical limitations associated with extant studies. Lastly, we offer a path forward and agenda to explore new and novel directions for future research, including work and family relationships and cross‐level investigations of WFSs that integrate individual, interpersonal, and organizational perspectives.

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“…N. Noddings (2002, p. 13) proposes consciousness in caring relations like "what we are like" when we engage in caring. Caring from the morality perspective for some is consistent with an altruistic orientation (Gabriel, 2015), or responsibility and benevolence (Fuqua, Newman, 2002). An important distinction made in the ethics of care is that caring is not the same as benevolence or altruism.…”

mentioning

confidence: 91%

“…Research on caring in organisational science is also largely focused on caring as an aspect of interpersonal relationships (Smylie et al, 2016;Weber, 2014), while a macro perspective to caring on the organisational level is missing. The literature on caring also suggests a necessity to go beyond caring in family and professional caring on the individual level, and to build caring organisations (Bear, 2019;Engster, 2004;Fuqua, Newman, 2002;Smylie et al, 2016;Tronto, 2010). In this paper, we focus on organisational level, since it is organisational processes, culture and environment that make organisational members behave in caring or uncaring ways.…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Caring for Employees and the Well-being of the Organisation

Poškienė

Coudounaris

Kazlauskaitė

2020

Management of Organizations: Systematic Research

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The aim of this paper is to better understand the meaning of caring for employees at the organisational level as well as to disclose its relationship with the well-being of the organisation. It explores literature on caring for employees at the organisational level by integrating two research streams – the relational and morality perspectives. Building on the findings of this literature review, a number of propositions are proposed that associate the well-being of the organisation with many antecedent factors, i.e., strategic caring, perceived organisational support, disinterested organisational support, organisational caring, caring culture, caring climate and caring leadership. This paper contributes to the literature on the well-being of the organisational members at the level of the organisation.

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Creating caring organizations.

Cited by 17 publications

References 26 publications

A Model of Caring in Organizations for Human Resource Development

A Model of Caring in Organizations for Human Resource Development

The value of 21st century work–family supports: Review and cross‐level path forward

The Relationship between Caring for Employees and the Well-being of the Organisation

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