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Importance of human resources function
Relationship of culture in organisational performance
Importance of strategic human resource management
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Why is strategic HRM so important for organisations? • SHRM provides a HR advantage, which pertains to a Human Capital (prestigious people) and Organisational Process (prestigious work culture) advantage (Boxall 1998). • In strategic planning, consideration on organisational culture is required to achieve an Organisational Process advantage, to this end SHRM is significant to organisational culture and recruitment strategies (Cabrera & Bonache 1999). • Researchers have identified that specific strategies can result to the need of specific employees, behaviours and HR practices (Lepak, Marrone & Takeuchi 2004). • When service orientated organisations conduct marketing plans, the segmentation phase factors in demographics to target consumers; conversely, recruitment strategies can target employees that positively accommodate consumers (Batt 2000). o Further, SHRM provides an marketing advantage as it positively correlates with market orientation (Harris & Ogbonna 2001) • Organisations that go through transformations (e.g. public/private sector, profit/non-profit) have gravitated t...
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
Chapter sixteen in our textbook highlights the benefits of organizational culture and what it can do for any company with a strong culture perspective. In fact chapter sixteen-three(a) speaks widely on how a strong culture perspective shapes any organization up well enough to perform better than any of its competitors who do not balance any organizational culture. If not mistaken after viewing SAS institute case they are well on track with facilitating a high performance organization culture. First, SAS institute motivate all employees to become goal alignment in their field of work. This is where they all share the common goal to get their work done. In one of the excerpts taken away from this case, an employee- friendly benefits summary expresses the statement “If you treat employees as if they make a difference to the company, they will make a difference to the company.” “SAS Institute’s founders set out to create the kind of workplace where employees would enjoy spending time. And even though the workforce continues to grow year after year, it’s still the kind of place where people enjoy working.” Clearly highlighted from this statement that SAS Institute is mainly ran off of a fit perspective. Which argues that a culture is only as good as it fits the industry. Allowing a good blueprint or set up will
Lamb, C. W., Hair, J. F., McDaniel, C. D., & Wardlow, D. L. (2009). Essentials of marketing (6th ed.). Cincinnati, Ohio: South-Western College Pub..
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
It has been observed since the inception of Marketing that marketers target to only specific market and how they identify such market. There are certain criteria or base they use to identify the consumers who they would be serving to. Customers do have unique requirements satisfaction levels and aspirations. Some customers however are similar with respect to their requirements of goods and services. In such case if their needs are identified and they can be grouped in quantities of a specific size then it can be segmented. Now each customer group have specific expectations and businesses must cater to the needs of the segmented that has been targeted.
HRM – Staff have access to executives and CEO – a culture/ philosophy of treating employees well and a reputation as a great place to work. Company profit sharing, high productivity of people and rapid advancements
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
Once segments of customers have been defined, marketers need to select and evaluate which segments will be worth targeting. Cui and Choudhury (2003) define market targeting as marketing a product to a segment of customers due to the magnetism, for example size or growth, of the group. Marketers are able to select segments using undifferentiated, differentiated and concentrated marketing. By ignoring segment differences ...
Marks, M. L., & Mirvis, P. H. (2011, November). A framework for the human resources role in managing culture in mergers and acquisitions. Human resources management, 50(6), 859-877. doi:10.1002/hrm.20445
The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
This essay will set out to define what is organisational culture, examine the main attributes that characterise it and how cultural originate and develop within it. At the same time, this essay will also assess the importance of organisational culture to the financial performance and continued survivability of firms.
Best fit is a cross link between the Hard HR model. Besides, both of the models attempts to link HR practices and organizational External environment. With the “Best fit” theory businesses shadows a cost leadership structure to narrow down the jobs and sophisticate with very less job security to employees, while most of the companies follow different theories to highlight training and development. However, this argues that SHRM activities must be involved with each other to get linked to the strategic objectives and aims of the business. To a certain degree there isn’t a specific way or strategy to cultivate a best fit for an organization “It is clear that combining techniques greatly increases accuracy , the combination of intelligence tests with structured interview, integrity test or work sampling leads to a substantial improvement in validity" (Schmidt and Hunter,
A strong organisational culture leads to higher organisational performance. Organisational culture can be defined as a total function of common beliefs, values, patterns of behaviour that are held and shared by the members of an organisation. It is also a valuable resource which can improve the competitiveness of a company and is used to distinguish the company (Barney 1986). From the 1970's the study of organisational culture has become an important issue and closely studied in the early 1980s. Since then, organisational culture has turned out to be one of the most important factors which affects the overall performance of a company.
Kotler, P., & Keller, K. (2012). Marketing management (14th ed., Global ed.). Boston, [Mass.: Pearson.