The Experience of Human Dignity in Culturally Diverse Teams: A Qualitative Study through a Humanistic Lens

Based on the humanistic management model and its conceptualization of human dignity as a balance between four universal human drives, we explored differences and similarities in the experience of human dignity among team members working in culturally diverse teams. We interviewed twenty nine
team members of culturally diverse teams and used a directed content analysis to learn more about the experience of human dignity in the context of cultural diversity at work. Our research suggests that the four drives underlying the human dignity threshold in the humanistic management model, are recognized as relevant for the experience of human dignity, yet the experience of human dignity is not universal. Contributions to and violations of experienced human dignity manifest in relationships on different levels of the organization, are experienced differently in different organizations, and are experienced in different frequencies by team members with different diversity characteristics. We conclude that the experience of human dignity requires the fulfillment of the four drives on a satisfactory level for all team members, while balancing the tensions between humanizing and dehumanizing organizational practices, inclusive and exclusive team dynamics and caring and power based relations with management.