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.