Impact of Organizational culture in contemporary context

Organizational culture is defining as the drive of efforts and contributions made by the employees to achieve organizational goals and how each employee could attain goals; it also shared the beliefs and values within the organization that helps to shape and understand the behavior pattern of the employees (Kotter and Heskett, 1992). Thus organizational culture could means of keeping employees in line with the organizational objectives.

 The organizational culture is considered as a motivational factor which promotes organizational to perform smoothly and ensure success in all its endeavors such as rewards systems, organizational design, decision making, communication, Job satisfaction, leadership, Mentoring etc…( Schein,1990).

Organizations differ in their cultural content, some organizations practices on their recruitment and selection, training and development, compensation and performance management processes, where some organizations place a premium on career development, objective setting, pay for performance etc.., all of above is with the intention of maximizing the employee performance and customer service which will help to create culture of high performance across the entire organization. 

Organizations plans and put more efforts on training and development of their employees of job related competencies such as knowledge, skills or behaviors that are critical for performance. Training and development help in utilization of human resource effectively and efficiently that helps to achieve organizational goals and as well as their individual goals (Adeniji, Osibanjo, and Abiodun, 2013).

The improvements in productivity lead to employee commitment, values and objectives which help to improve organizational culture and employee performance. Employee performance is considered as the back born of organization as it leads to development of the organization, the loyalty of employee behavior and awareness of culture improves performance of the organization (Brooks, 2006).

Conclusion:

The strategic thinking of most companies is shaped by the way they do business, a farmer thinks in terms of annual seasons and crops, an internet company like Google works at a fundamentally different pace, web software changes continuously .You don’t plan it rigidly, you evolve it day by day, the faster and more flexibly you evolve , the more successful your products will be.

References

Adeniji, A. A., Osibanjo, A. O., and Abiodun, A. J., (2013). Organizational Change and Human Resource Management Interventions: An Investigation of the Nigerian Banking Industry. Serbian Journal of Management, 8(2), pp 139-154.

Brooks, I., (2006). Organizational Behaviour: Individuals, Groups and Organization. Essex: Pearson Education Limited.

Kotter, J. P and Heskett, J. L., (1992). Corporate Culture and Performance. New York: Free Press.

Schein, E. H., (1990). Organizational Culture. American Psychologist. 45(2), 109-119. http:// dx.doi.org/10.1037//0003-066X.45.2.109

The guardian :Google logic, why Google does the things it does the way it does –www.theguardian.com accessed on 25-12-2017 at 1.35 pm.

Changing trends in HRM the global perspective

Employee diversity has become very important in every business in order to remain viable in today’s economic world. Since the 21^st century workforce has become more global new critical skills are rare and the companies need to develop new ways to find innovative people & develop their capabilities (Deloitte, 2014).

As the result of development in science & technology especially young talented employees who are ambitious and filled with passion are no longer live and work in an insular marketplace; they are now part of a worldwide economy. In analyzing the most recent USA research article it was noted that in the 21st century racial, ethnic, age and gender mix up of the US workforce through 2050 will mean that four employees out of ten employees will be the members of the ethnic groups (Colella, 2006).

Amalgamate and acquisition involves blending people of different corporate culture and even various national cultures into one company. It is to knit together new partners financial, technological, production and marketing resources. Organizations have to strongly take into consideration that the resource people by creating a partnership that spans around different corporate cultures. Different nationalities differ in many ways such as the custom of conducting business, how people are expected to behave as well as the kind of behavior expected to be rewarded.  (Moran et al,2007).

Impact of the technology have been responsible for the continual changes in the structure of the organizations which has affected on how firms do business since the industry is more exposed than almost any factor than digital forces. For an example social media presents new marketing opportunities but also new opportunities to improve workforce efficiency by enabling working across various teams with diverse cultural background and locations to interact and share information and best practices (Deewr, 2013).

Conclusion

Global companies are still struggling with their negative perceptions and attitudes towards equal employment opportunity among women, minority workers and people with disabilities as required by UN Convention on Human Rights and different laws and regulations from different Countries. For example, US seeks to achieve a racial and ethnic balance while in European Countries and Canada their target is for immigrants and people from different nationalities (Mollel et al., 2015). 

References:

Colella, H.M., (2006). Organizational behavior: A strategic approach. New York: John Wiley & Sons, Inc.

Deloitte.,(2014). Global human capital trends: Engaging the 21st – century workforce. New York: Deloitte University Press.

Deewr.,(2013). Workforce diversity: Guides to employment for migrants. Canberra Australia: Australian Government Press.

Moran, R.T., Harris P.R & Moran S.V., (2007). Managing cultural differences. 7^th Ed.UK: Oxford Elsevier.

Mollel, E.R., Mulongo, L.S & Maket,L., (2015). Workforce diversity management and global organizational growth in the 21^st century. Journal of scientific research and studies, 2(7), pp.164-175

Contemporary performance management practice in global context

Performance management is the continuous process of improving performance by setting goals that are aligned to the strategic goals of the organization, planning performance to achieve the goals, reviewing progress, and developing the knowledge, skills and abilities of people (Armstrong, 2016).

Most employees want direction, freedom to get their work done, and encouragement not control.  The solution is to make it a collaborative development system in two ways. First, the entire performance management process – coaching, counseling, feedback, tracking, recognition, and encourage development. Second, when managers and team members ask what they need to be able to do bigger and better things, they move to strategic development (Egan, 1995).

A number of companies have recently introduced radical changes to their performance management systems. One company that has pioneered in transforming their performance management into a continuous feedback process is Cargill , they abolished its traditional approach and implemented a new process, called Everyday Performance Management, The new process was designed to focus directly on driving key behavior’s that matter every day.

TriFinance believes that employees grow when they get the freedom to make their own choices, combined with mentoring and coaching. They refer to their employees as ‘Me Inc’-ers, which stands for ‘Me Incorporated’. This means that every employee is considered as a small company on their own who has plans to develop their career and prepare for the future.

Facebook strongly believes that the manager trumps the brand. In 2011, when Facebook was growing quickly, the company noticed that the gap between their managers that were doing a great job and those who weren’t was increasing. Hence, developing great managers who supported the company culture and values became a priority for Facebook. To this end, they put together a programme called ‘manager effectiveness’, which has become a way of working within Facebook.

In 2008, Google launched its Project Oxygen in order to optimize its management and have it organically fit within Google’s unique culture .Google found that the manager’s quality was the single best predictor of whether employees would stay or leave .Every 6 months, Google surveys teams anonymously to see how their managers are doing. As a result, each manager gets a report with the percentages of favorable answers, measured against their last report and the global average.

In 2009, SodaStream, an Israeli multi-national corporation, introduced ‘strength-based employee evaluations’ to make their Performance Management more meaningful and useful,based on the feed forward interview (FFI). The FFI protocol is intended to enhance employee performance and improve collaboration between employees and managers by focusing on the positive aspects of employee experiences, instead of focusing on what goes wrong.

Conclusion:

HR has an important role in redesigning performance management systems. However, it should not be about HR developing yet another sophisticated process to add or replace existing processes17. Holbeche, L. (2015). Rather than being owned by HR, the process should be owned by those directly involved (employees and managers). This entails that HR needs to start an open dialogue with employees and managers to determine the necessary components of an effective performance management system.

References:

Armstrong, M., (2016).Handbook of Management and Leadership for HR: Developing effective people skills for better leadership and management. 4^th ed. Philadelphia: Kogan Page.

Egan, G., (1995) .A clear path to peak performance, People Management, 18 May, pp 34–37.

Holbeche, L.,(2015). The Agile Organization.  How to build an innovative, sustainable and resilient business. Kogan Page Publishers.

Dewettinck,K & Blondia, H .,(2016). Trends in Performance Management, Report co-created by Hudson and Vlerick Business School Centre for Excellence in Strategic Talent Management.