Developing A Healthy Organizational Culture Essay

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Business environment is facing a rapid change that reminds the business management to focus on its core competencies to survive and sustain in the competitive environment. The core competencies can be developed by strategic human resource management. According to Armstrong (2006) employees are the valued assets for a company. The strategic human resource management is mainly developed in accordance to the fact that human resources need to be managed strategically for the company to enjoy sustainable competitive advantage.

Edgar Schein, a famous theorists dealing with organizational culture, provides the following definition for the term: "A pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems." (organizationalculture101) However, organizational culture is more than sharing assumptions used by a group to solve problems; it is the combination of the points of view, ineffectual processes, education, backgrounds of all the staff which are part of an organization way of doing things. Corporation culture should uncover from the board of the directors to the rest of

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The work of Walsworth and Verma (2007) entitled "Globalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee Survey" reports that firms create competitive advantage in several ways including international expansion and entrance in to markets that are newer and bigger. Also stated as a way that firms can gain a competitive advantage is to be more efficient as well as being more innovative. A combination of these approaches is generally followed by many firms. The role of the practices in the workplace has been the focus of many human resource management and industrial relations studies. HR practices in the workplace contribute to a firms' competitive advantage through bringing about an increase in productivity and through facilitation of innovation in the workplace. (Walsworth and Verma, 2007, paraphrased) A study conducted by Baptista and Swann (1998) is a comprehensive review that "examines the link between internationalization and innovation by investigating the HR practices that are used by workplaces with higher degrees of internationalization in their quest to innovate." (Walsworth and Verma, 2007) Barlett and Ghoshal (1999) reported that the connection between innovation and internalization is rationalized in the following ways: (1) )

In an era of increasing competitiveness, globalization, economic rationalization, deregulation, technological revolution and changing workforce there is an ever-increasing need for human resource management to be able to capitalize on the special challenges that this changing environment brings. For a company to be able to successfully keep ahead of the competition, human resource management is seen to be a significant contributor.

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee’s heritage or individual culture, although different than, affects the overall organizational culture of companies. Like society, sub-cultures exist within organizations. Formed by departmental function, geographical location, and/or the personalities of employees, sub-cultures include employees who continue to adhere to the organizations’ overall culture, but have additional independent characteristics. Employees’ individual heritage, along with the culture and

In this article Hickok argues that, ultimately, the most prominent effects of downsizing will be in relation to culture change, not in relation to saved costs or short-term productivity gains. In particular, the author notes three observations in relation to the impact of downsizing on organizational culture. First, it clearly appears that power has shifted away from rank-and-file employees in the direction of top management/ownership. Accompanying this change is a shift in emphasis away from the well-being of individuals in the direction of the pre-eminence and predominance of the

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

Over the years in business HR have been looked at in positive and negative ways. Nevertheless, they are essential to the well-being of an organization. Some of the faultfinders don’t give HR credit for the significant contributions they make. Despite the negative feedback, HR department can gain respect by being brought to the table as a business partner and into the realm of strategic planning. As the senior VP of our HR department, I think by improving in the area of innovation and creativity and all departments working together, HR can siege the opportunity to create a competitive advantage for the organization. HR is the department that views their human capital and their talent also as a valuable asset to the organizational success. In our organization, the HR department approaches their human capital in a more sensitive way to win the loyalty and commitment of them, while increasing profit and maximizing the efficiency/effectiveness of its work power (Ozlen, 2014, p. 1367-1375). Our HR department endeavors to strive to be more and more creative and innovative regarding making new ideas and implementing productive processes into practice. If the present role of the human resource department is to be a vital facet of successfully competing in the marketplace, then we need a different thinking about issues and innovations. Also, we need to be more transparent regarding who we are and what we do as human resource employees.

Developing corporate culture can help to bind together members of the team as they internalize the values of the particular corporate culture. Individuals entering the project for the first times are initiated into the culture in various ways, sometimes through a planned programmed of induction, and identify with this culture which then influences their behavior. As a consequence, all will act in the desired way regardless of and in the absence of any sanction or incentive. However neither is necessary in an enterprise with strong corporate cultures. Clearly it is not just a matter of any behavior. In an ideal world, culture should encourage: • Strategic thinking at every level of the organization • Employees to be entrepreneurial, not

Due to changes in the work environment to include globalization, technological changes, and tougher competition, Human Resource Management has taken on roles that have intermeshed them with the company as a strategic partner rather than just an individualized operating type system focused on simple tasks. Critical to a corporation’s growth and success is their ability to gain a competitive edge. Superior Human Resource Management assists the organizations fulfill its goals and attain success. This paper will outline why it is essential for Human Resource Management to transform beyond its administrative and operational functions to a strategic partner within an organization.