Baudrillard and the metaphysics of motivation: a reappraisal of corporate culturalism in the light of the work and ideas of Jean Baudrillard

Article Abstract:

This paper considers the implications of the work of the French social theorist, Jean Baudrillard, for contemporary strategies of employee management which focus upon the centrality of culture and its purposeful organization and dissemination. Starting with an exploration and consideration of the philosophical assumptions which underpin classical conceptions and models of employee motivation, it charts the ongoing refinement of ideas of these ideas, up to and including, the current fascination with the promise of corporate culturalism to deliver levels of high employee motivation and commitment. The work of Jean Baudrillard is then outlined and employed to develop a critical analysis of not only the philosophical presuppositions which continue to underlie the management of motivation but, also, the potential consequences of the current fascination with the management of organizational culture as a means toward increased levels of employee commitment and output. In conclusion, it suggests that the same postmodernizing process which Baudrillard identifies as the outcome of the intense mediatization of society is also produced and reproduced within the domain of the contemporary work organization, due to the championing of similar strategies of cultural management, especially by personnel or human resource academics and practitioners. Such a development is not, however, greeted with optimism. Rather, it is suggested that this particular diagnosis of the postmodern condition views the result as the production and reproduction of a deeply disinterested and enervated workforce; one which demonstrates enthusiasm neither for corporate goals nor indeed the furtherance of their own life-projects. (Reprinted by permission of the publisher.)

Economic Views, Organizational Methods NEC, Management Theory & Techniques, Management, Economic policy, Criticism and interpretation, Employee motivation, Organizational change, Philosophers, Baudrillard, Jean

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Identifying organizational subcultures: an empirical approach

Article Abstract:

Organizations have cultures, but parts of organizations may have distinct subcultures. The question of what is the proper level for a cultural analysis of an organization is generally handled intuitively. The organizational culture of a large Danish insurance company (3,400 employees) was measured, based on employees' answers to 18 key questions about work practices. Subsequently, scores were determined separately for 131 work groups, and these were subjected to a hierarchical cluster analysis, which produced a dendogram. The dendogram showed that within the company there were three distinct subcultures: a professional subculture, an administrative subculture, and a customer interface subculture. These fit a theoretical prediction by Jones (1983); the cultural rifts between the subcultures could be readily recognized in the company's practice, and had tangible consequences. (Reprinted by permission of the publisher.)

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