From Managerial Compassion to Organizational Recognition: Perceived Justice as a Lever – A Case Study of a Microfinance Association in Fez

Abstract

In a rapidly evolving professional context characterized by a growing search for meaning, recognition, and fairness, this study explores the role of compassionate leadership in shaping organizational recognition dynamics. Drawing on contributions from positive psychology, recognition theories (Honneth, 2000; Brun & Dugas, 2005), and organizational justice theory (Colquitt, 2001), this research aims to understand how a leader’s compassionate posture can strengthen employees’ perceptions of fairness and, consequently, foster their recognition in the workplace.

The study adopts a qualitative methodology based on a single case study conducted within a microfinance association—a socially driven organization. An in-depth semi-structured interview was conducted with the Human Resources Director. The data were analyzed using a thematic approach (Paillé & Mucchielli, 2022), which brought to light three interrelated dimensions: managerial compassion, perceived interactional justice, and recognition—both symbolic and material—experienced by employees.

The results show that compassion expressed by leadership not only enhances interpersonal relationships but also helps create a fair and humane working environment, as perceived by employees. This relational climate acts as a powerful lever for recognition, reinforcing employees’ sense of belonging, appreciation, and engagement. In this sense, the compassionate posture of the leader goes beyond emotional sensitivity to become a driver of social performance and ethical governance.

This research highlights the relevance of reintroducing humanistic values into contemporary management practices, particularly within socially oriented organizations. It also opens avenues for future studies to further explore the strategic impact of compassion in human resource management.

Classification JEL : M41

Paper type : Empirical Research