Understanding the Human Person

The past century has brought about a gradual reevaluation of the human element of business from a production factor to a human resource. Today, “putting people first” is often recommended, with a view to enhanced results: indeed, the person is deemed “the company’s greatest asset” or seen as a kind of “human capital” worth investing in, often with improved performance. Some highlight good relationship as “social capital.” In addition, there is no lack of companies that seek to foster employee initiative, creativity, and participation. People “matter”: but are they valued for themselves – simply for being persons – or merely as resources? Are the human rights inherent in every human being respected? In many countries they are (at least as a matter of law); in others, much less so. Some countries report abuse and exploitation. Treating persons as they deserve requires a correct understanding of what a human being is. This is a difficult subject which has given rise to intense debate throughout history. Nevertheless, the question is inescapable for the proficient manager. In reality, the manager always does harbor some idea of the “human individual,” even if it is only an uncritically assumed belief. And this has consequences for good management. It is not the same thing to treat a person as a mere resource that can be manipulated and to treat him or her as a conscious, free being, endowed with dignity, in a state of continual development. Taking what we deem to be the best contributions of ancient and modern philosophy, particularly Personalist Philosophy, as our point of departure, in this chapter we will seek to deepen our idea of the human being in all his or her integrity, considering human capacities, as well as the process of human development. We defend the notion of human person, as a comprehensive of entailing human wholeness, and the idea that each person is unique and unrepeatable, endowed with great dignity and in a continual process of personal growth as a human being. The chapter concludes with a short note on human work, so relevant in business companies.