Caring as a Managerial Strategy

Abstract

The purpose of this article is to broaden the discourse about caring as a managerial strategy by describing caring from three perspectives: nursing, education, and management. The authors suggest that current organizational models inadequately address the caring connection between manager and employee. Definitions of managerial caring and care building are offered. A model, the Recursive Model of Manager—Employee Caring, is proposed and discussed. Potential lines of inquiry associated with the model and implications for HRD are reviewed.

Employee engagement: an examination of antecedent and outcome variables

“…This finding is consistent with other scholarly research on supportive management practices (Arakawa & Greenberg, 2007;Kroth & Keeler, 2009), levels of appropriate challenge in work roles (Britt et al, 2007;Brown & Leigh, 1996), perceived contribution to work (Harter et al, 2003;O'Neil & Ardent, 2008), and recognition (Brown & Leigh, 1996;O'Neil & Ardent, 2008).…”

Determinants of personal resilience in the workplace: nurse prescribing in an African work context

“…The narratives are consistent with individual factors such as education, practical on-the-job training (Sergeant and Laws-Chapman 2012) and organisational procedures that give preference to nurses of a certain category to undertake nurse prescribing while promoting doctor-nurse knowledge transfer/sharing. This is similar to caring relational competence (Kroth and Keeler 2009) in that it is built through inter-personal working relationships between senior and junior nurses and doctors and nurses.…”

“…public hospitals in rural and semi-urban areas). This suggest that a caring managerial strategy to enhance manager-employee relationships and inter-personal working (Kroth and Keeler 2009;Windle and Bennett 2012) and improved organisational plans and procedures can enhance the personal resiliency of the nurses.…”

“…An HRD strategy that encourages a caring relationship between managers and employees has also been shown to enhance employee resilience in the work place (Kroth and Keeler 2009;Windle and Bennett 2012). Even in the presence of these organisational factors, the personal perception of an employee remains crucial because working relationships within an organisation are affected by how individual employees perceive, interpret and use defined organisational procedures in relating to their work contexts, what can be referred to as relational competence (Coutu 2002).…”

“…However, there is a dearth of in-depth research-informed framework on the determinants of resilience. Identifying the determinants and incorporating them into a framework that can inform an organisation's HRD practice (Kroth and Keeler, 2009) is crucial to ensuring the prioritisation of employee motivation and retention (Alkire and Avey 2013;Carnevale and Smith 2013) in the levels of adjustments that can be made to enable them to deal with work pressures (such as stress) and improve job satisfaction (Carnevale and Smith 2013;Lounsbury et al 2008). …”