Post Modernist Approach to Organisational Analysis

Postmodernism is a broad movement that developed in the 20^th century that is a departure from modernism (Mura, 2012). Whilst encompassing a wide variety of approaches, postmodernism is generally defined by an attitude of scepticism, irony or rejection towards the meta-narratives and ideologies of modernism, often calling into question various assumptions of enlightenment rationality (Duigan, 2016). Postmodernists frequently call attention to the contingent nature of knowledge claims and value systems, situating them as products of a particular political, historical or cultural discourses and hierarchies. Post-modernism is concerned with the abandonment of conventional ideas of originality and authorship in favour of a pastiche of novel and unique style (Palmer, 2014).

Post-modernism entails an intellectual movement which arose to challenge or deconstruct several modernist themes that had been articulated during the enlightenment period. Post-modernism, led by Derrida, was concerned with a desire to contribute to the re-evaluation of all Western values built from alleged pure reason in the 18^th century and carried forward to the 19^th century in their more radical implications (Zuckert, 1996). The challenges were on downstream thinking which accepts the status quo voetstoots, with neither reservation nor qualification but rather vague generalisation. On the other hand post-modernism seeks qualification for phenomena, actions, systems, cultures, languages and any other aspect of an organisation deconstructing them to seek the hidden meanings and dichotomies that are presented as a shared phenomenon. Post-modernist approaches to organisational analysis can be viewed as upstream thinking as they seek a deeper and hidden understanding of phenomena with the aim of establishing what informs thought processes and decisions, the motives intended and the dynamics involved (Murphy, 2009).

The primary tenets of post-modernism are the elevation of text and language as fundamental phenomena of existence, the application of literary analysis to all phenomena, a questioning of reality and representation, a critique of metanarratives, argument against method and evaluation, a focus on power relations and hegemony and a general critique of western institutions and knowledge (Boyne & Rattansi, 1990) (Kuzner, 2008). Hence, post-modernism entails the intellectual movement applied to all facets of organisational analysis that seeks a deeper understanding of phenomena, questioning what is assumed to be the rationale behind such phenomenon and seeking to establish motives and dynamics involved.

Notable post-modernist approaches include focus on post-modernism in academic anthropology (Agar, 1997), Baudrillard (1995) whose main argument was that there is no real world but the world as we know it is a set of models ( (Roseneau, 1993), the deconstruction of texts and probing the relationship of meaning between texts (Derrida, 1997), focus on power (Foucault, 1970), trying to show that what society views as permanent truths actually changes over time, post-modernism in the religious settings and institutions (Geertz, 1973), and the critique of grand narratives, metanarratives and proposed the acceptance of the un-representable (Lyotard, 1984). For the purpose of this paper the writer will test the works of Buadrillard (1995), Foucault (1970), and Lyotard (1984) as they are better suited at addressing the issue of HR strategizing in an organisational setting.

Post-modernism offers vast possibilities to the Human Resources Strategist in crafting strategies. Most of these Human Resources strategies inform processes which would ultimately lead to Human Resources outcomes or products. Post-modernism thus contributes to the creation of well thought out strategies calculated to deliver the mandate of the organisation through processes and outcomes.

Cultural strategies in organisations are informed by post-modernism in Zimbabwe. Culture as has three levels which are artefacts, espoused values and basic assumptions and values (Schein, 1992). Artefacts or symbolism in general and corporate wear in particular has been extensively used by organisations in Zimbabwean mining sector such as RioZim, Mbada Diamonds (prior to consolidation), Zimplats, Unki Platinum Mine and Mimosa Mining Company among others to drive corporate strategies. Informed by post-modernism, the dress codes, branding, information printed on the corporate wear as well as colour codes are intended to have a deeper meaning that seeks or is aimed at driving particular interests of the organisation’s overall strategy. Of note is the ubiquitous “Zero harm” mantra meant to instil a sense of safety through cultural symbolism. These are deliberate attempts to influence the way employees in an organisation think and behave in certain circumstances. Modernists, positivist and downstream thinkers will view dressing as it is without attaching any meaning whilst post-modernist, who are upstream thinkers, will seek to attach meaning and thus be able to drive a subtle agenda through Human Resources strategies.

Control, disciplinary and security strategies in the mining industry in Zimbabwe have been greatly informed by Foucault’s (1970) post-modernist perspective on discipline and control. Foucault (1970) argues that people’s behaviour can be controlled and discipline maintained through observation and examination. He also argues that behaviour could be rectified or aligned to intended behaviour through a learned sense of observation which he termed the panopticon. This is a scenario whereby one thinks he is being observed and thus normalises behaviour. Discipline and control in the mining industry are maintained through the use of Closed Circuit Television, Alcohol and drug breathalysers and uniformed security personnel. The intended intention of these is not to catch thieves, delinquents or those committing acts of misconduct. The actual intent according to Foucault (1970) is rather to dissuade employees from committing such acts of misconduct in the first place and normalising their own behaviour.

Baudrillard’s (1995) argument that the world as we know it is a set of models can be used to inform Human Resources Strategies in the mining industry in Zimbabwe. Organisations are run by people who are heterogeneous and capable of doing anything either consistent or inconsistent with the needs and aspirations of shareholders. Hence the behaviour of employees need to be conditioned in such a way that action are predictable and preferable through the employ of various models aimed at achieving intended results in any aspect of the organisation. Almost all aspects of Human Resources and Strategy are informed by models be they of recruitment, training, discipline, motivation, reward, and in novel situations then congruence models are employed. This then follows the post-modernist views that Human Resources strategies should be informed by models that have already been tried and tested successfully (Baudrillard, 1995).

Post-modernism has also led to Human Resources strategies that favour individualism and accountability. This stems from the positivist approach of reification of the organisation. Post-modernists on the other hand view the organisation as composed of individuals who make decisions and commit actions which collectively or those of the dominant people will then be called organisational decisions, as the Upper Echelon theory suggests (Hambrick & Mason, 1984). This has led to strategies in reward and discipline aimed at rewarding those individuals who drive organisational objectives, as in the case of the Zimplats departmental bonus schemes. It has also informed decisions on discipline and punishment especially when it comes to the personal accountability of corporate executives in making poor decisions that border criminal conduct and the liability ceases to be of the company as a legal persona but rather as an official in his personal capacity.

The advantage of post-modernist approaches when applied to Human Resources Strategy is that it looks beyond the obvious and establishes the hidden meaning and intent which could then be used as a basis of creating strategies. Post-modernism also contributes to the establishment of desired cultures in organisations intended to drive corporate objectives.

There are however challenges in using post-modernism as a tool in coming up with Human Resources strategies. Post-modernism, Derrida (1997) in particular is criticised for problematizing the grounds of reason, truth and knowledge. Post-modernism is criticised for questioning the highest point by demanding the reasoning behind reasoning itself (Norris, 1990). Though post-modernism enables for critical evaluation of phenomena, not all phenomenon need to be critically evaluated and not all phenomenon have hidden meanings. As positivism suggests at times things are what they are.

In light of the above discussion post-modernism is an important tool in the analysis of organisations in general and in Human Resources strategy in particular. The contributions thereof inform strategies meant to deliver on their mandate as well as drive organisational objectives. However, in applying post-modernism, the Human Resources practitioner should be informed that not all aspects of post-modernism are applicable hence the need to use post-modernism in line with the congruency model such that at the end of the day fit and alignment are achieved.

 

 

 

 

 

 

 

 

 

 

References

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Derrida, J. (1997). Deconstruction in a nutshell. New York: Fordham University Press.

Duigan, B. (2016, April 24). Postmodernism. Retrieved from Brittanica: http://www.britannica.com/postmodernism

Foucault, M. (1970). The Order of Things: an Archeology f Human Sciences. New York City: Pantheon Books.

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Palmer, D. (2014, January 3). Explainer: What Is Post-Modernism. Retrieved from theconversation.com: https://theconversation.com/amp/explainer-what-is-post-modernism-20791

Roseneau, P. (1993). Postmodernism and the Social Sciences. New York: John Wiley and Sons Limited.

Schein, E. (1992). Organistionl Culture and Leadership. San Francisco: Jossey-Bass Publishers.

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