The impact of organizational culture in contemporary context

Organizational culture involves all organizational members, originates and develops at all hierarchical levels, and is founded on a broad-based history that is realized in the material aspects of the organization (e.g. its name, products, buildings, logos and other symbols, including its top managers). Thus, the concept of organizational culture includes material aspects central to the marketing-based concept of corporate identity. However, while studies of corporate identity focus on how these material aspects express the key idea of the organization to external constituencies, studies of organizational culture address how they are realized and interpreted by organizational members (Hatch & Schultz, 2007)

In order to meet the organizational objectives and achieve competitive advantages, all organizations are thriving to recruit highly performing individuals. On the other hand, individuals need supportive organizational culture to help them reach individual objectives. Therefore, an organization is a consciously coordinated system where characteristics of individuals, groups and organization interact with each other and effective interaction among them highly depends on organizational culture that shapes the individual performance and in most of cases high performers are more appreciated and promoted than low performer As a result evaluation of employee performance basically depends on the factors like performance appraisals, compensation, employee recognition, employee motivation, training and development, job security, flexible time system, organizational structure, employee satisfaction etc (Anon., 2013). Some organizations emphasize adaptation, change, and organic processes (like most start-up companies) while others are effective in emphasizing stable, predictable, and mechanistic processes (like NASA & Citigroup) (Tharp, 2016)

There are many ways to examine cultural differences and their impact on international management. It also has a very significant impact on the people-the way they behave and think. Diversity exists both within and between cultures, yet within each culture may encourage the behaviour, while others hinder. Social norms are the most common and most widely accepted forms of behavior. (Matijević et al., 2016) The KPMG believes that, the organizational culture and strategy go hand in hand and a misalignment between the two spells trouble. It starts with a clear understanding of the strategy, the existing culture and the culture required to deliver the chosen strategy (Copnell, 2017).

To convene organizational culture as a more or less shared way of being, thinking and acting of a collective of people in coordination with reciprocal expectations and that provides some predictability with certain specifics in each organization, involves being aware of the implication of mobilizing a concept in order to control these factors (Sepra, 2016)

Reference list

Anon., 2013. Impact of Organizational Culture on Employee Performance and Productivity: A Case Study of Telecommunication Sector in Bangladesh. International Journal of Business and Management, 8(2), pp.63-78.

Copnell, T., 2017. Driving corporate culture from the top. KPMG, pp.1-24.

Hatch, M.J. & Schultz, M., 2007. Relations between organizational culture, identity and image. European Journal of Marketing, 31(6), pp.356-66.

Matijević, S., Raguž, I.V. & Filipovıć, D., 2016. THE ROLE OF NATIONAL CULTURE IN CONTEMPORARY BUSINESS ENVIRONMENT. MANAGEMENT AND ORGANIZATION, 461(2), p.458.

Sepra, S., 2016. An overview of the concept of organizational culture. International Business Management, 10(1), pp.51-61.

Tharp, B.M., 2016. Four Organizational Culture Types.

Changing Trends in HRM the Global Perspective

Human resource management is a process of bringing people and organisations together so that the goals of each are met. It is a function in the organizations designed to maximize employee performance in service of an employer's strategic objectives. The world of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. Kaur, (2017).

One of the famous trends in the global context is workforce diversity, which means similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, gender, and sexual orientation. No two humans are alike. Diversity is critically linked to the organization’s strategic direction (bedi et al., 2014). AT&T Company believes that their success begins with their people, and a diverse and inclusive workforce benefits their business, employees, customers, investors and communities. With a diverse workforce, they can better understand the different needs of their customers and can deliver products and services that enable them to do more. Anon., (2017).

Cloud computing has also been introduced in the field of human resource management for achieving innovative solutions for organization’s sustainability. Normally, human resources of an organization are located in diversified location, and this leads to communication gap that may be related to communicating with the team members or inefficiency in timely access of required information, or monitoring of the uploaded information by the other departments of the organizations. Bhadani, (2014). IBM private clouds can provide the reliability, security, and content protection media companies expect. Despite the issues and challenges, media companies continue to adopt clouds, and the cloud provider business continues to grow and mature. Given the risks—stolen content, lost revenue, reuse of content in inappropriate ways and the potential impact on brand, the growing consensus on the part of media companies is that they must take a pragmatic, incremental approach IBM, (2010).

Adapted from www.IBM.com

The challenges are equally copious. Organizations need to deal with an ageing workforce; they must attract, integrate and maintain multicultural employment pools. As a rule human resource management has to venture into new trends in order to remain relevant corporate development partner. Jose & pillai, (2015)

Reference list

Anon., 2017. AT&T. [Online] Available at: http://www.att.com/gen/corporate-citizenship?pid=7738 [Accessed 21 December 2017].

bedi, P., lakra, P. & Gupta, E., 2014. Workforce Diversity Management: Biggest Challenge Or Opportunity For 21st Century Organizations. IOSR Journal of Business and Management (IOSR-JBM), 16(4), pp.102-07.

Bhadani, R., 2014. A New Dimension in HRM: Cloud Computing. International Journal of Business and Management Invention, 3(7), pp.13-15.

IBM, 2010. Cloud Computing for the Media and Entertainment Industry. Somers, NY 10589: IBM Corporation IBM.

Jose, A.M. & pillai, M.J., 2015. Emerging trends in Human Resource. International Journal of Academic Research, 2(5), pp.77-82.

Kaur, S., 2017. RECENT TRENDS IN HUMAN RESOURCE MANAGEMENT. International Conference on Recent Trends in Engineering, science and Managment, 6(1), pp.375-77.

CHANGING TRENDS IN PERFORMANCE MANAGEMENT PRACTICE IN GLOBAL CONTEXT

TEAM PERFORMANCE APPRAISAL SYSTEM

Most of the performance appraisal techniques are formulated with individuals in mind i.e. to measure and rate the performance of the individual employee. Therefore, with the number of teams increasing in the organizations, it becomes difficult to measure and appraise the performance of the team. The question is how to separate the performance of the team from the performance of the employees. A solution to this problem that is being adopted by the companies is to measure both the individual and the team performance. Sometimes, team based objectives are also included in the individual performance plans (Yasoda, 2016).

BELL CURVE APPRAISAL MODEL

Several companies have resorted to the Bell Curve method to assess the employees’ Performance. Bell curve (i.e., the ‘normal’ distribution curve) is to be viewed more as a forced ranking system imposed upon each and every employee by the organization. This bell curve mode of appraisal has been introduced to categorize best and worst performers because today, it is important for a company to thrive and develop itself in this heavily competitive world (Parshuram & Hegde, 2016).

(Adapted from www.empxtrack.com)

As an example: Microsoft drastically changed its performance management approach nearly two years ago when it eliminated ratings, forced rankings, and grading on a bell curve. It replaced its former system with a system that makes it easier for managers to reward employees for their contributions. Microsoft also eliminated forced timelines for performance management and now encourages managers to give employees more timely feedback based on the rhythm of their business units. In addition, the company abolished the practice of giving a pre-determined target distribution of bonuses. Managers can now allocate rewards in ways that best reflect their teams’ performance, as long as they stay within their compensation budgets.  (Schaufenbuel, 2016)

Finally, successfully embedding a new performance management process, requires HR to provide resources and support in order to meet the needs of the organisation and its employees. Key skills, such as setting clear expectations, providing regular informal feedback and helping employees develop and succeed are not always easy to acquire. To hardwire these key performance management behaviours performance management behaviours, learning opportunities such as training, exchange moments between people managers, bottom-up feedback systems, and individual coaching can be provided (Dewettinck & Blondia, 2016)

References

Dewettinck, K. & Blondia, H., 2016. TRENDS IN PERFORMANCE MANAGEMENT. New york: BE HUDSON.

Parshuram, H. & Hegde, S., 2016. Bell curve appraisal: A critical view. Journal of Management Research and Analysis, 3(4), p.184.

Schaufenbuel, K., 2016. Transforming the Traditional Performance Review Process. Shaping leaders : Driving Results, pp.2-3.

Yasoda, K., 2016. An Emerging Trends In Performance Management System. International Journal & Magazine of Engineering, Technology, Management and Reseach, 3(7), p.553.

CRITICAL REVIEW OF SCIENTIFIC MANAGEMENT

Taylor’s Scientific Management (Taylorism) is based on induction and adopts a pragmatic and empiricist method, and its “there has to be a best way to do a certain job” principle has advanced among the others. This principle has inevitably reached to the time and motion study, the equation of employees with machines and finally automation and robot science. Although Taylor made great contributions to the management as a science, he received harsh criticisms as well (Turan, 2015)

Scientific management eliminated the need for skilled labor by delegating each employee one simple task to repeat over and over. Although this method increased the productivity of factories, it stripped employees their freedom to choose their work, as well as how it should be done. (Ireh, 2016). Scientific management, although stressed people post match, more focus on jobs, rather than people, each post have standardized operation process and method, the workers have to do is training well according to the standard operation procedure to finish work, but in today's knowledge economy era, the staff engaged in mental labour, have no fixed standardization process, practice of this management mode. Therefore, we should pay more attention to the role of human beings, formulate corresponding incentives, maximize the potential of people, and enhance the competitiveness of organizations (Su, 2017)

However Taylorism could also be seen as a management theory that analyzes work flows to improve economic efficiency, especially labor productivity. This management theory was dominant in manufacturing industries in the 1880s and 1890s. (Ioana et al., 2014). One of the best examples is the adoption of this theory in Ford company in 20^th century. After the adoption, the assembly-line process enabled Ford to produce cars more quickly, and at more affordable rates and by 1924, as a result of this advanced production methods, Ford had sold 10 million Model Ts. (Saylor, 2005)

In conclusion, at a time when labor was cheap, supplies were plentiful, and manufacturing processes were relatively forgiving of quality control issues, scientific management was a tremendous improvement over the old factory systems with its tyrannical foremen and rules of thumb (Koumparoulis & Vlachopoulioti, 2012) . However, it is known that progress relates to man’s qualities and that scientific management could not be considered, as a means for human betterment, in the long run. Criticism of scientific management is justified by the opinion that it could be a dangerous hindrance to progress (Caldari, 2007).  Is scientific management a perfect system? No. However, one cannot deny its contributions to society and measurement of efficiency  (Koumparoulis & Vlachopoulioti, 2012)

Reference list

Caldari, K., 2007. Alfred Marshall’s critical analysis of scientific management. The European Journal of the History of Economic Thought, 14(1), pp.74-75.

Ioana, A., Marinică, A., Semenescu, A. & Preda, C.F., 2014. Elements of Administrative Management Decision. International Journal of Management Science, 1(1), p.27.

Ireh, M., 2016. Scientific Management. Winston Salem.

Koumparoulis, D.N. & Vlachopoulioti, A., 2012. The Evolution of Scientific Management. Academic Research International, 3(2), p.425.

Saylor, 2005. Scientific Management Theory and the Ford Motor Company. The Saylor Foundation, pp.3-4.

Su, Y., 2017. Taylor Scientific Management Theory Carding and Significance of Organization Management. Social Sciences, 6(4), p.106.

Turan, H., 2015. Taylor’s “Scientific Management Principles”: Contemporary Issues in Personnel Selection Period. Journal of Economics, Business and Management, 3(11), p.1102.

TALENT MANAGEMENT

Talent Pool at Microsoft Corporation

Talent management starts with the business strategy and what it signifies in terms of the talented people required by the organization. Ultimately, the aim is to develop and maintain a pool of talented people. Armstrong(2009). Microsoft corporation, in addition to the development offered to all employees, also invests in a smaller group of employees who have the potential for, and strong interest in, taking on more senior, critical roles as individual contributors or managers. At Microsoft, high - potential development goes beyond traditional management or leadership development. Instead, it focuses on accelerating the development of these individuals to advance to the next career stage.

Microsoft allows emerging and experienced leaders to learn from each other through several developmental components. Learning circle is one of such development method that the corporation use.  Building leadership networks and collaborative working relationships are two of the most significant leadership needs at Microsoft. Wallis et al., (2010). Learning circles are small peer - based learning groups designed to connect diverse groups of high - potentials, both functionally and geographically, to mutually support each other in developing themselves as leaders. Comprised of five to seven high - potentials who meet either face - to - face or virtually, learning circles integrate the learning from current role experiences with development priorities to provide a more impactful learning experience. Stiles & Trevor (2006).

In the meetings, each member addresses a current, real - world priority called a coaching goal that exists in the member’s workplace or career. Each member receives equal time in the meeting to get help from other members to address priorities and to identify relevant and realistic actions to take between meetings.

Coaching and Mentoring In addition to learning circles, Microsoft offers one - to - one partnerships through coaching and mentoring that involve a thought - provoking process that inspires the individual to maximize his or her personal and professional potential. Through individualized follow - up, coaching, and mentoring, they integrate learning from a variety of sources such as assessment feedback, current role experiences, and development priorities to provide a more impactful learning experience

In conclusion, Microsoft has a strong commitment to building leaders at all levels. The Building Leaders program is an integrated and comprehensive high - potential development program encompassing multiple learning methodologies, tailored to each leader ’ s level in the organization. Wallis et al., (2010)

Reference list

Armstrong, M., 2009. Armstrong's Handbook of Human Resource Managment. 11th ed. London: Kogan Page.

Stiles, P. & Trevor, J., 2006. Best practice and key themes in global human resource management: project report. pp.10-17.

Wallis, S., Underhill, B.O. & McNamara, C., 2010. Best Practices in Talent Management. Essential resources for training and HR professionals, 10, pp.178-88.

Psychological Contracts

Introduction

A psychological contract is a set of unrevealed expectations which are in the existence between the employees and the employers which underpins the employment relationship. It is a system of beliefs that encompasses the actions employees believe are expected of them and what response they expect in return from their employer, and, reciprocally, the actions employers believe are expected of them and what response they expect in return from their employees (Armstrong, 2009)

How Psychological Contracts develop

Psychological contracts are not developed by means of a single transaction; they evolve over and can be multi-faceted. There are many contract makers who exert influence over the whole duration of an employee’s involvement with an organization. (Spindler, 1994 cited by (Armstrong, 2009))

Types of Psychological Contracts

There are two kinds of contract to define the kind of employee-employer relationship. Relational type contracts concern a relationship built on the utmost trust, implicit emotional attachment, and embrace long-term employment. Relational contracts were prominent prior to recent market changes and instability in the business world. As a result of these changes there has been a dramatic increase in transactional type contracts. This type of contract concerns a more direct exchange of commitments and is more concerned with a tit for tat economical transaction. (Curwen, n.d.)

Figure 1: Figure summarizing the differences between transactional and relational (picture credit - (Curwen, n.d.))

Thing to remember if the Psychological Contract breaks:

Employment relationship between the employee and the employer may damage despite manager’s best offer: nevertheless it is managers job to take responsibility for maintaining them.

Taking precautions prior to breaking the contract is always the better than repair the damage afterwards.

When breach cannot be avoided it may be better to spent time on negotiating or negotiating the deal, rather than focusing too much on delivery (CIPD, 2017)

Conclusion

All employment and other relationships involve Psychological Contracts in different forms. Employment relationships may deteriorate even though they seem fair and to have high rewards. Breaching of contracts has a significant effect on attitude and behavior of both the employee and employer. Therefore, preventing the breach I the first place is better than trying to cure or repair breach. The Psychological contract is one of the most useful ways to understand the employment relationship. (Conway, n.d.)

Reference:

Armstrong, M., 2009. Armstrong's Handbook of Fuman Resource Management Practice. Philadelphia, USA: Typeset by Saxon Graphics Ltd. pp.277-82.

CIPD, 2017. CIPD. [Online] Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/psychological-factsheet [Accessed 15 November 2017].

Conway, N., n.d. What is the psychological contract and does it matter? p.15.

Curwen, R., n.d. The Psychological Contract : Are unmet expectations harming your employee relationship. pp.1-3.

Emerging Trends in Learning and Development

Mobile Training

With the rapid increase of usage of the mobile devices all over the world, and as a result of the dedicated work of the mobile learning community, during recent past we have experienced an explosion in the growth of mobile learning across all sectors of education. Mobile learning has become one of the main emerging Learning and Development topic to discuss around the world mainly because mobile learning has been a victim of its own success. Many communities have defined it based on their own particular experiences, uses and backgrounds.

Most of the organizations are focusing and working on making training accessible from virtually anywhere considering the increase of mobile society. The Mobile learning element of our Blended Learning program takes into account the mobility of learners and instructors by taking advantage of hand-held devices, such as Smart phones and tablets. Mobile learning also plays a role in social or informal learning within organizations, making it easy for people working from different locations to share knowledge.

Methods of Mobile Learning

SMS messaging. This service e is commonly used by the schools, colleges and universities to notify their students regarding daily needs in educational contexts, for urgent communications (e.g., cancellation of a lecture). Almost all students enrolled in schools, colleges and universities carry a sophisticated communications device. If the institution’s communication is sent to the students’ mobile phones by SMS messaging, the message will be received immediately by all students. An SMS messaging system can be set up by in-house development or by using an SMS service provider

Screenshots of educational content.  Mobile devices are ideal for receiving short, five to six screen presentations of educational content, such as a course summary, advice on examination preparation, and assistance with a part of a course that has caused difficulties to students in the past, tutorial advice or even multiple choice tests.

Course modules. Providing learning coursed through mobile devices have become more popular at present. A comfortable didactic environment can be created by using Microsoft Reader Works to display the content. However, the main challenge is to solve the problems of screen size for the presentation of course modules in mobile learning on the slightly smaller screens of smart phones and mobile phones.

Examples for the organizations using the Mobile Learning method are:

AMAZON Company

AT&T Company, USA 

Reference list

Maczuga. P, Plewczyński M. Sikorska K. Fernandez T. Jaruga A. Świątecka A. Zieliński K. Philip P. Mileva N. Tokmakov D. Ruiz E. & Castro M. (2013) Mobile Training Methodology for E-businesses, version 2

Putta H., (2014) Impact on recession on training. IOSR Journal of Business and Management (IOSR-JBM)

Saccol A., Reinhard N., Schlemmer E. & Barbosa J (2010) M-LEARNING (MOBILE LEARNING) IN PRACTICE: A TRAINING EXPERIENCE WITH IT PROFESSIONALS., Vol. 7, JISTEM

Sharples M,. (2006), Big Issues in Mobile Learning., University of Nottingham, UK

Subashini R. & Sugathalakshmi T., (2015), Emerging Trends in Training and Development, Volume 5, Issue 3, International Journal of Scientific and Research Publications.