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
-- 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
Bibliography: 1. Black, Richard J., 2003, “Organisational Culture: Creating the Influence Needed for Strategic Success”. 2. Cummings, Thomas G. & Worley, Christopher G., 2005, “Organization Development and Change, 8th Ed.”. 3. Kotter, John, 1992, “Corporate Culture and Performance” Website accessed 6. http://www.thetimes100.co.uk/theory/theory--corporate-organisational-culture--322.php (Accessed on 18th November 2007) 7. http://www.thetimes100.co.uk/case-study--creating-high-performance-culture--89-256-1.php (Accessed on 20th November 2007) 8. http://www.unesco.org/culture/culturaldiversity/convention_en.pdf (Accessed on 20th November 2007) 9. http://www.allbusiness.com/management/1019878-1.html (Accessed on 21th November 2007) 10. http://www.ncver.edu.au/research/proj/nr4008.pdf (Accessed on 21st November 2007)