Discussion paper: Māori research strand

Abstract

Developing capability with a talented, highly skilled and innovative workforce is seen as a path to global competitiveness, wealth creation, economic prosperity and well-being. The aim of the Developing Human Capability research programme is to identify the conditions for the optimal development of human capability in New Zealand organisations. We conducted exploratory case studies of human capability in a number of New Zealand industries with the perspectives of employers and employees within organisations, as well as key personnel in industry and training organisations, contributing to our understanding. Within the overall research the Māori Research Strand gained the perspectives of Māori and iwi organisations across a range of industries. As we completed and reflected upon the industry case studies we refined the meaning of ‘developing human capability’. With the project firmly placed within the broader context of the State wishing to transform the New Zealand economy towards a ‘high-wage, high-skill’ trajectory, it is not surprising that initial tendencies interpreted developing human capability as economic instruments reflecting both managerialist views and lack of consensus in literature on a definition. A focus on 'skills for the job' leading to the role and opportunities for skills training, whilst important, did not fully capture the fact that the subjects of enquiry were social beings. As such the subjects’ social spheres also developed their human capability. We have been drawn to the theoretical works on human capability of Nobel laureate, Amartya Sen. From Sen’s perspective, human capability is about ‘the ability of human beings to live lives they have reason to value’ (Sen, 1997, p. 1959). The key idea that emerges from this perspective is that social arrangements should ‘aim to expand people’s capabilities, their freedom to promote or achieve valuable beings and doings’ (Bryson, 2007, p. 180). The idea of developing human capability as social arrangements which expand people’s opportunities and positive freedom of choice between different functionings or states of existence, resonates strongly within the cases in this Māori research strand. At institutional levels the State and Māori organisations have partnered to create innovative systems and arrangements that: provide a wealth base and income base for Māori organisations from which to engage in economic activity that is of benefit to Māori, both culturally and economically; build processes through which Māori in Māori organisations have the opportunity to participate in decision-making and to have a voice and influence; and facilitate the self-respect to live and be Māori in the land to which Māori are indigenous. The organisational perspective within the Māori research strand highlights how human capability is not solely about the capability to serve the ends of the organisation. This is because of the inalienable character of labour power: labour power that is of use to employers is not separable from its owner and labour power is largely reproduced in the social sphere. Māori organisations largely understand this and make use of Māori social relations within wage-labour relations. Developing human capability for Māori in this context thus includes developing those extra-social relations which are part of the reproduction of Māori social relations in general. For a number of Māori organisations another driver is the extent of resources available to the organisation to pay for or facilitate training and the availability of relevant industry training which has been customised or developed to meet the unique needs of Māori organisations. From the Māori research strand case studies, similar to findings for the general population, differences in development opportunities within organisations are driven by the status or hierarchical level of the individual in the organisation. However, regardless of the level and the opportunity, a common theme was the willingness of individuals in Māori organisations to be proactive in seeking and taking advantage of opportunities when it was opportune. The weight of expectations placed by family and the emancipation through education were common themes in driving this individual proactivity.