The Value Motive: The Only Alternative to the Profit Motive


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This certainly represents a very much needed approach. Paul provides simple, yet valid methodology regarding how much value is added by any organizational activity. Since then he has been working in this field as a consultant, writer, teacher and business conference speaker. His writing has drawn a great deal of attention from both the business and academic worlds, although he has always regarded himself, first and foremost, as a pragmatic practitioner.

As a consequence he regards his work as bridging the divide between academic theory and management practice. He teaches on MBA programmes and trains managers to understand the wealth creating opportunities presented by a more enlightened approach to people management. He has written eight books and is a regular, thought-provoking contributor to both academic and professional journals.

Paul was born in in Leicester UK and has a degree in economics and economic history. He is married to Nuala and they have three grown-up children. Request permission to reuse content from this site. Undetected location. NO YES. Selected type: Hardcover. Added to Your Shopping Cart.

View on Wiley Online Library. This is a dummy description. Our 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. Kearns Endorsements "In 'The Value Motive,' Paul Kearns clarifies the confusing concept of 'value' and shows how it can be used to transform thinking and action in organizations. He then moved into human resource management roles in engineering, construction and manufacturing businesses. His last corporate role in was sitting on the management team of an automotive business where he became acutely aware, for the first time, that managing value and managing profit were two entirely different objectives.

He found, in particular, that managing the human aspects of organizations to create value had become probably the biggest management issue of modern times and one that had no easy solution and no single, coherent methodology. Permissions Request permission to reuse content from this site.

Global Capitalism: The Profit Motive Is The Root Of All Evil

Table of contents Preface. About the author. Chapter 1. Profit is not a dirty word but value is much cleaner. Is profit the best way to allocate scarce resources? Profit can be a very emotive word. The Microsoft Paradox. Does that mean not-for-value?


  • Description.
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Profit is an increasingly unpopular king. Chapter 2.

Value - a very slippery word indeed. Defining value. A working definition of value. Basic Value. Moving on to added value. Private equity partners - value adders or asset strippers? The value motive already exists.. Value as a distillation process. Declaring value in a public statement. The Value Agenda.

The Value Motive - Paul Kearns - Innbundet () » Bokkilden

A value statement for a commercial company. A value statement for a public sector organization. Chapter 3. This powerful, motive force we call value. Harnessing the power of motive. Value means output, not input.

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Defining value as an economic system. Value - a very slippery word indeed. Defining value. A working definition of value. Basic Value. Moving on to added value.

Health, Care and The Profit Motive

Private equity partners - value adders or asset strippers? The value motive already exists.. Value as a distillation process. Declaring value in a public statement. The Value Agenda. A value statement for a commercial company. A value statement for a public sector organization.

Chapter 3. This powerful, motive force we call value. Harnessing the power of motive. Value means output, not input. Defining value as an economic system. Does the capitalist system deliver the best value? When we say value we should really mean it. A holistic, value system for everyone. Chapter 4. All value is good. Social enterprise.


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Is the public sector an obsolete construct? Chapter 5. Organizational performance measurement has to measure value. Turning human activity into value. The advent of the scorecard. The EFQM business excellence model. Agreeing value priorities using the 3 Box System. The gulf between performance measurement theory and practice. Activity, performance and added value measures. Taking a fresh perspective on the purpose of performance measurement.

Chapter 6. Value is essentially a people thing. A fresh approach to people management. Measuring the value of people. De-bunking the employee-customer-profit chain theory. Replacing performance management with value management. Managing value holistically. Valuing people?

Chapter 7. Only meaningful measures count. People measurement is a really serious matter. Does diversity add value? Human capital management, a revolution in management thinking. People - are they personnel, human resources, assets or capital? Human capital measures and indicators of value. Chapter 8. How the value motive could upstage the profit king. The value motive is leadership. The politicians definition of value.

The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive
The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive
The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive
The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive
The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive
The Value Motive: The Only Alternative to the Profit Motive The Value Motive: The Only Alternative to the Profit Motive

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