Description
Book SynopsisOur market system has evolved in line with capitalist philosophy, and at its heart is profit. But while profit can be a powerful motive, it is not always used responsibly and, in the worst cases, this can have damaging effects at a wider level. The calls for a corporate conscience grow louder, but no one has yet suggested an alternative to profit that people find as compelling. Profit is here and now.
In this climate, the solution is to refine the profit motive, not replace it. We all value things, and we're all motivated by what we value. If value could replace the profit motive, it would reconcile the interests of CEOs, shareholders, citizens and government. Profits would still rise but at the same time society would gain value. This book is a call to manage for maximum value to follow The Value Motive.
Kearns Endorsements
In ''The Value Motive,'' Paul Kearns clarifies the confusing concept of ''value'' and shows how it can be used to transform thinki
Trade Review
"â?¦readable and thought-provokingâ?¦" (CPO Agenda, June 2007)
"...this book should be compulsory for all HR Professionals" (Personnel Today, Tues 3rd May)
Table of Contents
About The Author ix
Preface xi
Introduction xix
1 Profit Is Not a Dirty Word But Value Is Much Cleaner 1
Is profit the best way to allocate scarce resources? 1
Profit can be a very emotive word 7
The Microsoft Paradox 11
Not-for-profit? Does that mean not-for-value? 17
Profit is an increasingly unpopular king 22
2 Value – A Very Slippery Word Indeed 29
Defining value 29
A working definition of value 34
Basic value 37
Moving on to added value 41
Private equity partners – value adders or asset strippers? 44
The value motive already exists 47
Value as a distillation process 51
Declaring value in a public statement 54
The value agenda 62
A value statement for a commercial company 63
A value statement for a public sector organization 68
‘Intangibles’ confuse the issue of added value 71
3 This Powerful Motive Force We Call Value 77
Harnessing the power of motive 77
Value means output, not input 80
Defi ning value as an economic system 85
Does the capitalist system deliver the best value? 88
When we say value we should really mean it 92
A holistic value system for everyone 96
4 Value Has to Be The Raison D’être For Every Type of Organization 101
All value is good 101
Value is the raison d’être of all organizations 103
Corporate social responsibility (CSR) and the ‘triple’ bottom line 106
Social enterprise 117
Is the public sector an obsolete construct? 120
5 Organizational Performance Measurement Has to Measure Value 127
Turning human activity into value 127
The advent of the scorecard 130
The EFQM business excellence model 134
Agreeing value priorities using the 3 Box System 136
The gulf between performance measurement theory and practice 142
Activity, performance and added value measures 150
Taking a fresh perspective on the purpose of performance measurement 153
Measuring and managing ‘intangibles’ 156
E-valu-ation 161
6 Value Is Essentially A People Thing 167
A fresh approach to people management 167
Measuring the value of people 171
Debunking the employee–customer–profit chain theory 176
Replacing performance management with value management 178
Managing value holistically 185
Valuing people ‘intangibles’ 187
7 The People Measurement ‘Box’ 193
Only meaningful measures count 193
People measurement is a really serious matter 199
Does diversity add value? 205
Human capital management, a revolution in management thinking 210
People – are they personnel, human resources, assets or capital? 214
Human capital measures and indicators of value 216
8 How The Value Motive Could Upstage The Profit King 223
The value motive is leadership 223
The politician’s definition of value 231
The first, second and third sectors have to become one 236
Value special cases and dead losses 241
Value management education 245
Auditing the value motive 249
A new management discipline – valuing the human contribution 252
Index 259
