Module 2: Overview . Discussion: Consistent HR practices Discussion: How could HRM influence organizational culture Reading : Strategic human resource management: Linking the people with the strategic needs of business.
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-- Single-employee: Different parts of the HR system that bear on individual employees should be complementary.
-- Among-employee: The treatment of different workers should be consistent.
-- Temporal or continuity: Consistency of an organization’s HR philosophy over time.
-- Technical complementarities
-- Symbolism: keeps it simple, promote understanding, and aids learning
-- Attracts right type of employee
-- Avoids perception of inequality
-- How does a given policy or practice affect the costs and benefits associated with other HR activities?
-- Whether the various messages communicated are congruent with one another?
-- Legit: job titles, location, product lines, organizational boundaries
-- Careful: proximity, desire for organizational culture
The set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
Subcultures often form around social units within a organization when these units develop their own common frame of references, common languages, and common assumptions of how the world is.
Culture that can
be seen at the
1. Artifacts, such as dress,
office layout, symbols,
2. Expressed values, such as “The
Penney Idea,” “The HP Way”
3. Underlying assumptions and
deep beliefs, such as “people
are lazy and can’t be trusted”
A comparison of Hofstede’s and Schein’s representations of organizational cultures
The process by which people learn the norms and roles that are necessary to function in a group or organization.
who do not “fit”
Careful selection of new
employees who fit the culture
modeling tied to
Use of folklore
Extensive training to
to cultural values
Use of reward
systems tied to
deviate from culture