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A theoretical model and principles for diagnosing organizational human-centricity

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The relevance of the study is determined by the systemic crisis of traditional management models that view a person as a resource, and by a profound shift in labour market values toward prioritizing well-being, meaningful work, and dignity. This necessitates a transition from a mechanistic and utilitarian economy that uses a person as a resource to a humanistic one centered on the human personality. The research involved a critical analysis of key theoretical perspectives defining the essence and content of human-centeredness. Assessing the development of human-centeredness remains a methodological challenge. This paper proposes a theoretical-methodological model for diagnosing human-centeredness and a system of principles that shifts the purpose of diagnostics from control to development, thus creating a foundation for organizational change. The conceptual framework is based on M. Pirson's model of humanistic management, enriched by the tenets of the «Russian school of human-centricity». The study concludes with an analysis confirming the model's conceptual alignment with the core principles of the «Russian school of human-centricity». The practical significance of the model lies in its ability to transform diagnostics from a tool of control into a mechanism for development, providing a basis for designing organizational systems that unlock human potential and uphold dignity. This approach ensured the substantive integrity of the model, its focus on assessing organizational conditions rather than measuring personal characteristics and laid the groundwork for further empirical testing. The main directions for future research include the development and validation of practical diagnostic tools, as well as the construction of organizational archetypes to enable a transition from diagnostics to designing pathways for organizational development.

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