Serving Humanistic Management Through Mindfulness: Cultivating Relational Competence in HR

Abstract This article presents a socio-phenomenological analysis of mindfulness, emphasizing its potential to cultivate prosocial behaviors and uphold human dignity within human resources (HR). Contemporary HR practice faces a central challenge: the profession is inherently fragmented and often contradictory, requiring professionals to function across multiple roles, while balancing organizational objectives with ethical responsibilities. These overlapping and sometimes conflicting demands can foster reactive or mindless behavior, undermining empathy and professional integrity in the workplace. To address these tensions, three conceptual models are introduced, i.e., the informal mindfulness model, the intentional life-world model, and the social interaction model. The informal mindfulness model cultivates attentive presence and self-regulation; the life-world model situates interactions within temporal and relational contexts; and the social interaction model guides the practical application of prosocial competencies in everyday workplace encounters. By foregrounding mindfulness as a relational and social practice within a humanistic management framework, the article demonstrates how HR professionals can navigate complex organizational dynamics more ethically and effectively, transforming routine interactions into opportunities for engagement and organizational integrity.