+ 44 20 8144 3706Introduction:
Human resource management (HRM) is a foremost essential department of the business. Human resource management is closely associated with the management of people within company. Human resource manager role and duties are classified into three major areas: recruitment, worker compensation and advantages, and allocating / designing work. Essentially, HRM endeavors to enhance the efficiency of the company by lifting the efficiency of the workforces. Human resource manager are responsible for training and development, performance assessment and reward managing, such as managing wages and bonus approaches.
Apart from this, the organization culture plays an important part in the organization. Organization culture defines the fundamental to workforce how to behave in the company. Further, organization culture means the shared environment including, beliefs, norms, values, ethics, principles of the business. Organization culture significantly affects the performance of the employees (Schneider, 2017). In some extent performance of the employees (high or low) influenced by organizational culture. Furthermore, in this manner the report identified the issue that can company could face regarding the organizational culture with varied workforces. Along with this implications on human resource manger of organizational culture also has been explained in the report.
Findings
According to Imran, 2016 Culture for an organization can be said to be a personality for a person. It is a unique collection of beliefs, morals, principles and relationships that differentiate one firm from another. Each culture benefited from unique language, logo, rules/ regulation, policies and other forms. Further, it is possible a culture may have different site in similar companies. It occurs from different skills and talent, religious, qualifications, or social groups that signify their differences.
Workplace diversity can be explained as the assortment of differences between workforces in a company. There is hardly any firm which did not experience any diversity in the workplace. It involves not only how workforces recognize themselves but also how others workers view them. It also covers gender, age, religion, sexual orientation, residency category, mental and physical conditions, as well as various other diversities between workforces (Glisson, 2015).
Along with this, there are many advantages of having diversity in the company. Different qualities and skill together make a pool of talent in the workplace. Further, diverse perspectives, along with the extensive personal and professional experience drive innovation, creativity in works, even accomplish the needs of the consumer in more exciting manner. In addition, many attitudes, behavior and personalities can give climb to think out of the box. By providing a stage for open swap of thoughts in this manner companies can gain the greatest advantages of diverse environment (Hartnell, and et.al., 2016). Addition to it, high creativity leads to exposure to a variety of different perspectives and ideas. When staff doing same work in different style leads to new ideas, thus improving the creativity. Another, advantage of the diversity culture in the workforce is it helpful in problem solving management. It has been notice companies who have diverse workforce culture solve problem quick. In the views of Chatman, 2016 employees of diverse backgrounds have varied knowledge and views, for this they are capable to fetch various solutions to the desk. Thus, the appropriate solution can be select, which give rapid problem-solving.
Recommendations:
• MNC’S should give proper T&D to all employees present in company so that they can clearly understand the company’s working cultures. This will be useful for company to avoid unnecessary clashes, quarrels, conflicts etc;
• HR should properly check all the cultural differences in different countries in order to prepare all the policies based on cultural differences;
• Cutural diversity in an organization can also lead to maximize company’s performance and productivity, if they are peroperly used by company’s HR.
Reference:
Books and Journals
Butt, M. and Katuse, P., 2017. International human resource management practices in automotive industry in Pakistan: Implications for economic growth.
Chatman, J.A. and O’Reilly, C.A., 2016. Paradigm lost: Reinvigorating the study of organizational culture. Research in Organizational Behavior. 36. pp.199-224.
Glisson, C., 2015. The role of organizational culture and climate in innovation and effectiveness. Human service organizations: management, leadership & governance. 39(4). pp.245-250.
Hartnell, C.A., and et.al., 2016. Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions. Journal of Applied Psychology. 101(6). p.846.
Huhtala, M., Tolvanen, A., Mauno, S. and Feldt, T., 2015. The associations between ethical organizational culture, burnout, and engagement: A multilevel study. Journal of Business and Psychology. 30(2). pp.399-414.
Imran, M.K., Ilyas, M. and Aslam, U., 2016. Organizational learning through transformational leadership. The learning organization. 23(4). pp.232-248.
Islam, M.Z., Jasimuddin, S.M. and Hasan, I., 2015. Organizational culture, structure, technology infrastructure and knowledge sharing: Empirical evidence from MNCs based in Malaysia. Vine. 45(1). pp.67-88.
Lee, J.C., Shiue, Y.C. and Chen, C.Y., 2016. Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement. Computers in Human Behavior. 54. pp.462-474.
Lester, G.V., Virick, M. and Clapp-Smith, R., 2016. Harnessing global mindset to positively impact advances in global leadership through international human resource management practices. In Advances in global leadership (pp. 325-349). Emerald Group Publishing Limited.
O’Neill, J.W., Beauvais, L.L. and Scholl, R.W., 2016. The use of organizational culture and structure to guide strategic behavior: an information processing perspective. Journal of Behavioral and Applied Management. 2(2). p.816.
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international perspective. Sage.
Schneider, B., González-Romá, V., Ostroff, C. and West, M.A., 2017. Organizational climate and culture: Reflections on the history of the constructs in the Journal of Applied Psychology. Journal of Applied Psychology. 102(3). p.468.
Sekiguchi, T., Froese, F.J. and Iguchi, C., 2016. International human resource management of Japanese multinational corporations: Challenges and future directions. Asian Business & Management. 15(2). pp.83-109.
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