MN7181 - Organisational Culture in HRM

Any employee who involves and engaged with their jobs more than concluding their tasks and responsibilities and getting paid out. job satisfaction and engagement are very vital factors in their workplace culture. This cultural factor has become an important differentiator in attracting and retaining the talent of employees. These standards and techniques of performing business are taught to new members as to how it should carry out business (Schein, E. H., 1992). Organizational culture and leadership. San Francisco: Jossey-Bass.
A company’s culture is a direct outcome of its top management – the CEO is the one who creates the nature of business for better or worse. The top team acts and interactions often flow down through the rest of the team. If organizational management has a very inactive - violent style of managing, for example, that passive-aggressive attitude will pass throughout the entire company corporate culture.

As a result, such cultures can be terrible by without a strong concept and constructive management, it will be tough to maintain these values in the rest of the employees and drive to a common target. If employees don’t feel that they are occupied in something bigger than their routing job tasks, disengagement may occur. Also, if the organization not having a strong culture and managers who can drive the company’s standards, the company will be acquired by bureaucracy. Finally, employees come to work not because they required, but because they should. Reviewing the relationship between industry features and organizational culture: How different can you be? (Gordon, G. G., 1991).

It is not possible to produce or alter culture overnight, but HR’s key role in driving the culture of the company and can certify the company understands employee matters and act on by handling current feedback loop via employment surveys or focus groups to give employees chance point out their ideas. Once all feedback is gathered, HR ensures unity across the management team, training those at the top and making them know of negative actions and how it impact the organization as a whole. Additionally, encouraging managers to initiate the necessary alterations, it is also HR’s duty to impact culture to remove those who are poor managers and recruiting people who are with the company’s current or desired culture. out of the Big Five personality traits, employees who demonstrate fearful personalities were less attracted to innovative cultures, whereas those who had the sincerity to experience were more likely to be interested in innovative cultures (Judge, T. A., & Cable, D. M., 1997).

References:
Scirp.org. (2012). Schein, E. H. (1992). Organizational culture and leadership (2nd ed). San Francisco Jossey-Bass. - References - Scientific Research Publishing. [online] Available at: https://www.scirp.org/(S(i43dyn45teexjx455qlt3d2q))/reference/ReferencesPapers.aspx?ReferenceID=607837 [Accessed 11 Jan 2020].

Gordon, G.G. (1991). Industry Determinants of Organizational Culture. Academy of Management Review, 16(2), pp.396–415.

JUDGE, T.A. and CABLE, D.M. (1997). APPLICANT PERSONALITY, ORGANIZATIONAL CULTURE, AND ORGANIZATION ATTRACTION. Personnel Psychology, 50(2), pp.359–394.

Shrm.org. (2016). HR’s Role in Developing a Positive Corporate Culture | Blog.SHRM.org. [online] Available at: https://blog.shrm.org/blog/hr-s-role-in-developing-a-positive-corporate-culture [Accessed 11 jan. 2020].‌‌‌‌