Role Of Culture In Hrm Practices

Role of Culture in HRM Practices

-- By Ritesh Mehta

Student of Rayat London College (University of Wales)

22 November 2007

TABLE OF CONTENTS

Abstract 3

Introduction 3

AIMS 4

Objectives 4

The role of culture in training 4

The role of culture in recruitment 5

Identify Your Company's Culture 5

Using Culture for Recruitment 6

Team work Culture 6

Create a Culture of Teamwork 6

Case Study 7

Teamwork 7

People Excellence 7

Training and Development 7

Findings 8

Conclusion 8

Reference and Bibliography 9

Abstract

This exploratory study examined the role of culture on some of key HRM practices, with more focussed approach on Recruitment, Training & Development and Teamwork in the organisation in global context. The case study on how the culture has important implications for organisations, people only perform well when they operate in a culture which nurtures and supports them and Teamwork culture provides the framework of high performance.

Introduction

It is widely recognised that different organisations have distinctive cultures. A commonly used definition of organisational culture is 'the way we see and do things around here'. Through tradition, history and structure, organisations build up their own culture. Culture therefore gives an organisation a sense of identity - 'who we are', 'what we stand for', 'what we do'. It determines, through the organisation's legends, rituals, beliefs, meanings, values, norms and language, the way in which 'things are done around here'.

An organisations' culture encapsulates what it has been good at and what has worked in the past. These values can often be accepted without question by long-serving members of an organisation.

One of the first things a new employee learns is some of the organisation's legends - perhaps how the founder worked long hours and despised formal educational and training qualifications. Legends can stay with an organisation and become part of the established way of doing things.

Perhaps the founder's views about the importance of education and training will stay current; in the course of time there may be a 'culture shift' as new managers move into the organisation and change the old ways. However, a number of legends continue to be important determinants of 'the way we do things around here'.

A number of organisational culture types have been identified by researchers. To list a few:

1. A power culture is one based on the dominance of one or a small number of individuals within an organisation. They make the key decisions for the organisation. This sort of power culture may exist in a small business or part of a larger business.

2. A role culture exists in large hierarchical organisations in which individuals have clear roles (jobs) to perform which are closely specified.

3. In contrast task cultures exist when teams are formed to complete particular tasks. A distinct team culture develops, and because the team is empowered to make decisions, task cultures can be creative.

4. A person culture is the most individualistic form of culture and exists when individuals are fully allowed to express themselves and make decisions for themselves. eg. an overseas sales person working on their own for a company, allowed to make their own decisions.

AIMS

To show the relationship between culture and HRM activities in an organisation

Objectives

пЃ® Look at what is culture and how it relates to organisations

пЃ® Relationship between culture and HRM activities such as Recruitment, Training & Development and Team work

пЃ® Understand the business case for why culture has important implications for organisations.

The role of culture in training

A training culture is not something that develops overnight; it needs to be fostered and encouraged. Although building a training culture can be hard work, companies that have successfully developed a culture of training are perceived as quality organisations.

Close collaboration and open communication between management and staff on training issues results in improved working relationships and, in most cases, greater productivity.

In the era of globalisation, managers working for multinational companies need to be culturally sensitive, as do those responsible for training methods and materials in different cultural settings.

The issues associated with the effectiveness of applying training and development techniques and processes across different cultures are focused on, specifically: the need for human resource development professionals to be sensitive of cultural factors in different nationalities in their training activities; the need for cross-cultural training for managers; and the impact of cultural factors on the processes in training and development.

It is estimated that more than half of all international joint ventures fail within two or three years. The reason most often given is cultural myopia and lack of cultural competency - not the lack of technical or professional expertise.

Cultural Savvy recognizes that for cross-cultural training, coaching and consulting to be effective as an enhancement to an organization it must deal with several complexities in the learning process. Employees must be able to apply new learning in the performance of their assignments, and be able to observe and make the appropriate behavioral adjustments when cross cultural