Cultures in the Organizations

Question: Discuss the activities of human resource management in an organization. Answer: Introduction: Human Resource Management or HRM is a well nurtured factor in all business firms since the beginning of the 20th century (Price, 2006). It is a sum of some most needed processes in an organization. It is such a function in a firm which has been innovated to accelerate the performances of the concerned employees. Human Resource Management focuses not only on the people attached with that organization but also systems and strategies to enhance workforce. From recruitment of an employee to rewarding her or him, Human Resource Management takes place in an organization to smoothen the work-policies (Andolsek and Stebe, 2009). Activities of Human Resource Management in an organization: If the job of any employee is taken for instance, her or his recruitment will go under HRM and rewarding after being a good employee will be done also by the HRM. All organizations work by the labor and intelligence of human beings, so human beings are most resourceful factors for any firm or organization (Becker and Huselid, 2009). Human Resource Management works to take out best possible efforts of the workers or employees and applies the extract of the efforts to get best result. Generally HRM is rehearsed by the HRM practitioners, but it can also be staged by managers of an organization. Human Resource Management actually comes with the strategies to maintain employees for getting long time goals in the business world (Budhwar and Debrah,. 2009). HRM has some frameworks to execute its tasks. Recruitment is the very first procedure of Human Resource Management. HRM practitioners or managers of an organization employ such people in work who are very much capable to perform the tasks assigned in the workshop (Colbert, 2010). The recruitment process takes place according to the conditions, natures and spaces of the work and ability of the employees to be fit for those. After the recruitment procedure training of the employees takes position in the organization. Human Resource Management of the concerned organization trains its employees on a regular basis to make them more suitable for work. Employees-motivation is a big matter in the activities of HRM (Beech and Macintosh, 2012). A motivated and well-trained employee is a big asset for a firm. She or he can deliver best output in job. In the premises of the heavy industries the matter of safety obviously is in the to-do list of concerned Human Resource Management. After safety, wellness and hygienic happiness are the responsibilities of HRM and HRM practitioners (Beerel, 2010). If an employee is not physically, psychologically and wage-wise satisfied, she or he is hardly capable to put best labor. HRM segment of a firm is generally seen to look after all the workers so that they can be productive and effective (Hughes, 2010). Development of the organization is a big responsibility of the HRM. An organization is expected not only to be bigger but also reputed and in the market. HRM is employed to add value to the products and services of an organization. Improvement matters in the world of HRM practitioners. Administration and communication are two big stands on which an organization acts in the market. Managers and Human Resource Management practitioners together play a key role in the administration. It is considered as the nucleus of a firm and HRM is the nucleolus of the administration (Price, 2006). Communication is such stream in the business world which is needed to expand regularly. Communication between employees and managers, leaders and board of directors, stakeholders and directors etc. are regularly performed by Human Resource Management. HRM practitioners are in charge of the main business communications in an organization (Andolsek and Stebe, 2009). If communication breaks down somehow, whol e work process will be damaged and hampered. HRM practitioners have a vital role in hiring also along with the managers. They also play big parts to decide wages and allowances for each and every kind of employees. Benefits and compensations are also allowed to all employees after going through the reports of Human Resource Management of the concerned organization (Budhwar and Debrah, 2009). Performance reprisal and rewarding are done by the HRM segment. All monetary and adjacent factors are cultivated by the HRM to meet the need of the employees and the organization itself (Colbert, 2010). Cultures in the Organizations: Culture in an organization or organizational culture stands for the actions and activities of human beings in a workhouse (Beech and Macintosh, 2012). This also means such activities and actions with which human beings are attached in the concerned organization. Organizational culture comprises values and morals of whole organization, principles of business and values of the entire firm (Beerel, 2010). The culture in a business firm is the addition of a few factors such as background of the organization, services and products, business market, know-how to market the products and strategic steps of the concerned firm. Many organizations deploy various advanced notions in the premise of the organizational culture. Different firms use different cultures and sub-cultures to enhance the workforce. Each and every organization applies unique culture according to the products or services, strategies and work-cultures of the concerned firm. Beside this, many bigger organizations often experie nce contradictions in various sub-cultures, as various sub-cultures are normally assigned to various managerial segments (Beerel, 2010). Actually organizational cultures are too much related to the work-culture of an organization (Price, 2006). It is not depended only on the employees or leaders or the managers who are very nearer to the workshops. The organizational culture is a sum of behavior from directors to the trainee employees. All collectively construct the unique culture in an organization. There is a notion in the human world that human beings are what and which they do repeatedly (Andolsek and Stebe, 2009). Culture mainly defines repeated behavior, habits, thinking and beliefs. It is as true in an organization as true in the life of an individual human being. Culture of an organization is defined by its behavior toward stockholders, employees and customers. The organizational culture of the concerned firm are also supported by its strategy of marketing, process of works, deals with all engaged individuals and values added with beliefs (Becker and Huselid, 2009). Human Resource Management practitioners play a pivotal role to improve and keep intact the environment of organizational culture. HRM segments keep focusing the demands of the cultures in a firm to shape right work culture in the workshops (Becker and Huselid, 2009). They also nurture a few factors related to the organizational culture such as whether the organizational culture is nothing but a behavioral outcome or collectiveness of some relevant forces e.g. enticements, configuration and process. Organizational culture is defined and constituted by various individual matters. It is a procedure to make sense in an organization. This helps to create collective awareness to make out different individual personnel in the firm. Jointly beliefs, strategies and interpretations move an organization forward in the market (Colbert, 2010). A big aim of the organizational culture is to make every worker know the actual reality of the concerned organization. It is not only related to what and w hich factors but also attached with why factors. Culture in the firm is just like that story whose ceremonies and values construct the narrative (Beerel, 2010). Organizational culture is the unique and independent civilization in the organization. Human Resource Management is to give this civilization a positive and progressive force (Hughes, 2010). Sub-culture is taken often as the most debated and nurtured matters which have most influences on the organizational culture. Sub-culture is a team or group into a large culture. The sub-culture in an organization may be revealed or suppressed. A sub-culture in a large organization may be similar to the mainstream culture of the concerned firm or different from some aspects. Founder has a great influence on the culture of a firm (Andolsek and Stebe, 2009). Her or his own personality plays a crucial role to determine the culture. Size of the organization is a big factor. Cultures in a small company and in a multinational company are definitely different. All firms do not have same development programs and visions. Therefore their executive cultures are not similar mandatorily. Managerial sector and leadership quality always determine the culture in an organization. Beside these, personal quality of the leaders also matter here. Strategies, procedures and structures of an organization have a key function in the culture at workplace. Mainly organizational structure gives birth to the sub-cultures and sometimes the conflicts between the subcultures and the cultures (Becker and Huselid, 2009). Rewarding policies are very important in this context. Not only rewarding but also giving allowances to the employees detect the organizational culture. Wages, bonus, additional allowances, individual reward, team rewards are a few of those. Organizational culture depends on the market segment in which the organization invests. Type of works also is a big factor. Intellectual labor and physical labor belong to different cultures certainly. Natural environment at the work place also play a significant role (Becker and Huselid, 2009). Airy weather has been shown a hygienic culture while contaminated environment decreases the spirit of an organizational culture. External affairs of an organization are always matter in the organizational culture. Economic deals in market, legal position of the firm, social reputation of the organization etc. are important in this matter. Culture at innovative sectors and culture at conventional segments are witnessed to be totally different. Attitude tow ards work define the organizational culture often. Adoption of calculated risk at the time of task changes attitude in the workshop and organizational culture also (Colbert, 2010). Business-sector is a globally known aspect to conclude the organizational culture. Different sectors show different culture. Culture at service oriented workplace and culture at manufacturing workshops do not resemble. Some factors in these places can be similar, but the organizational culture is separate (Becker and Huselid, 2009). Human Resource Management has a pivotal significance to keep the organizational culture and subculture improved and healthy. There are many organizations which have different socio-cultural and socio-economic employees at different branches. Multinational companies have employees of different nationality and languages (Beech and Macintosh, 2012). These things create various subcultures under a single roof. In some organizations subcultures are mightier than main culture. This is sometimes better, sometimes worse. Human Resource Management practitioners are expected to maintain this matter. Cultural difference within a firm is an obvious matter. HRM practitioners deal with this. They nurture the matter of subculture on the basis of job, service line, utility, surrounding and level of the chain of command. Actually subcultures always stand on those things (Hughes, 2010). Position and necessity wise HRM practitioners merge or take the subcultures over to keep the works of the firm on. H uman Resource Management wants to run culture and subcultures together but parallel. It is mere challenging and imperative duty of HRM in recent era. Strong and Weak Cultures in an organization: As different human entities have different DNAs, different organizations have different cultures. Organizational culture is considered as the DNA of an organization, though it is an arguable issue. There are certain types or fashions of the culture in a firm. According to those types or variations generally two types of organizational cultures are witnessed on the basis of comparison. Those are Strong culture and Weak culture within an organization (Hughes, 2010). The strong culture is such organizational culture that is deeply rooted in the strategy and work procedure of a firm. Human Resource Management and managerial sector are actively attached with this type of organizational culture. Here HRM practitioners, along with the managerial section, make out well which are needed for employees and them too (Colbert, 2010). Human Resource Management tries to meet both ends accordance with the policies, market and values of the concerned firm. Maintaining of strong culture by HRM is not too tough and mere challenging, because it is embedded into the core of the organization. Strong culture is well acknowledged and made out by the employees. It is seen that the weak culture in an organization breaks out when aims, values and policies of the concerned organization are not clearly spoken, conversed and established. Aim and values of the firm is expected to be cleared to the employees (Colbert, 2010). Weak culture takes place when works and wages have a large difference. Beside this, values of works in the organization result into weak culture. If an organization goes under a weak organizational culture, customer satisfaction and meeting the marketing needs reaches at the lees. Weak organizational culture has many consequences such as necessity of accurate procedures in workforce, exact need for policies and strategies (Price, 2006). A weak organizational culture demands more engagement from Human Resource Management to execute tasks through the expected paths. Analysis for the HRM practitioner: In this part of the essay this study is going to present some analysis for the Human Resource Management practitioner in the perspective of organizational culture. A well known organization namely KFC is to be mentioned for dealing with the matter. KFC or Kentucky Fried Chicken is reputed as a US based fast food restaurant industry. It has near about 19000 outlets for selling products in almost 120 nations and territories. KFC works under Yum! Brands along with Taco Bell and Pizza Hut (KFCjobs, 2015). A deep look at the work culture of KFC tells that HRM of them put efforts to take out best potential of all people engaged to their business chain. Human Resource Management practitioners work there with energy and passion (KFCjobs, 2015). Restaurant industry is such an organization where maximum employees deal directly with the customers. Therefore recruitment plays here a vital role (KFCjobs, 2015). HRM practitioners at KFC choose people keeping the needs and natures of the customers at that location in mind. At many KFC outlets employees get free meals and chicken preparations other than wages and allowances. After doing a good job employees get on-spot admiration from HRM and managerial sections. Employees get special pins on uniforms as rewarding for achievement. Human Resource Management practitioner at KFC celebrates success of everyone to keep workers enthusiastic (KFCjobs, 2015). HRM practitioners of any organization can be inspired from the HRM of KFC, but they need not to follow it blindly. Unique management of Human Resource in different firms is located to bring success. An HRM practitioner initially needs to understand the focus and strategy of the managerial segments of the concerned organization. S/he is expected to act according to this. Secondly an HRM practitioner needs to make out the existing culture and subculture of the firm. Generally s/he has to be fit into those or s/he is employed to correct those. An HRM practitioner works in the core section of a workforce. S/he has to play vital role in recruitment. Well sorted employees can shoulder the strategy of the organization well. Generating motivation and enthusiasm is a big responsibility of an HRM practitioner. Appraisal and rewarding are projected to be handled without biasness. All employees are to be estimated without age or gender sub-category. A good HRM practitioner always is aware of sub culture and weak culture in a firm. S/he tries heart and soul to run subculture properly along with the main culture and repair the weak culture to convert it into stronger one. Reference: Andolsek, D.M. and Stebe, J. (2009) Devolution or (de) centralization of HRM functions in European organizations. International Journal of HRM, 16 (3): 311-329. Becker, B. E. and Huselid, M. A. (2009) Strategic human resources management: Where do we go from here? Journal of Management, 32 (6), 898-925. Beech, N and Macintosh, R (2012) Managing Change - Enquiry and Action, Cambridge: Cambridge University Press Beerel, A. 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