Connecting strategies with HRM: Literature review on organizational culture

This literature review explores the relationship between organizational culture and performance. It highlights the role of HRM in maintaining a favorable culture at the workplace.

Running head: Connecting strategies with HRM
Connecting strategies with HRM

Connecting strategies with HRM
(Literature review on organizational culture)
The present literature review demonstrates information about the organization culture. It explains
that how organizational culture plays a significant role to increase and augment the performance
of the workers.
According to literature given by Awadh & Alyahya (2013), organizational culture is a system of
shared values, beliefs, custom, assumptions which governs how people behave in the workplace.
These shared values, beliefs and assumptions have a significant influence on the people in the
organization and dictate how they act, dress and perform their tasks and duties. It has been stated
by Barney& Clark (2007) that the values, behaviors and actions that contribute to the favorable
social and psychological environment of the company. In other words, organizational culture is a
set of shared values, beliefs and norms that characterize a specific organization. The
organizational culture may also be defined by Boselie (2010) as a pattern of shared values and
assumptions that are accepted by the group members in order to solve their grievances and
issues.
According to the literature given by McGraw-Hill Boxall, Purcell & Wright (2007), there is a
close relationship between organizational culture and organizational performance. It is noted by
Truss, Mankin & Kelliher (2012), organizational increases and enhances the performance and
effeicincy of the workers by providing favorable culture to them at the workplace. According to
Storey, Wright & Ulrich (2008) favorable and strong helps in motivating the workers for
performing tasks and duties in an effective manner. Thus, it will increase the profitability and
revenue of the firm. Awadh & Alyahya (2013) stated that organizational culture helps
maintaining good and reciprocal relationship with employees. Hence, it boosts confidence, moral
and confidence among the workers as it increases productivity of the employees and organization
as well. Analoui (2007) revealed that culture provides right and effective platform to each and
every employees to perform roles and responsibilities within the organization. Connell & Teo
(2010) analyzed that success and growth of the firm depend on the strong and heavy
organizational culture. No company can grow and survive its business without maintaining
effective and unique culture (Anthony, Kacmar & Perrewe, 2006). Employee engagement can be
done through effective and dynamic organizational culture (Guest, Paauwe & Wright, 2013).
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Connecting strategies with HRM
Kramar et al (2014) stated that each and every company should maintain positive working
environment and culture to attract and retain the ample of employees within the organization.
Mello (2011) analyzed that HRM plays a significant role to maintain favorable and dynamic
culture at the workplace. Nankervis et al (2014) analyzed that HRM makes various policies and
practices to make a strong culture at the workplace. According to Thomson et al (2005), HRM
maintains strong and open communication with employees to handle and resolve their issues and
obstacles. It will help to build and improve the working environment at the workplace. HRM
maintain direct relationship with employees to conduct business activities and operations
successfully (Salaman, Storey & Billsberry, 2005). Blackwell Publishing et al (2008) stated that
human resource management develops confidence among the employees and they provide job
satisfaction to them. It will also help to create a dynamic culture within the organization
(McShane, Olekalns & Travaglione, 2013). Effective and unique performance system shall be
used by HRM to develop and maintain a heavy and favorable working environment (McGraw-
Hill, Nelson & Quick, 2011).
From the above discussion, it has been concluded that the companies needs to focus on the
organizational culture to maximize the profitability and revenue of the firm.
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Connecting strategies with HRM
References
Analoui, F. (2007). Strategic human resource management. London: Thomson.
Anthony, W. P., Kacmar, K. M., & Perrewe, P. L. (2006). Human resource management: A
strategic approach (5th ed.). Mebourne: Thomson.
Awadh, A. M., & Alyahya, M. S. (2013). Impact of organizational culture on employee
performance. International Review of Management and Business Research, 2(1), 168.
Barney, J. B. & Clark, D. N. (2007). Resource-based theory: creating and sustaining
competitive advantage. Oxford: Oxford University Press.
Blackwell Publishing. Storey, J., Wright, P.M., & Ulrich, D. (2008). The Routledge
companion to strategic human resource management. Hoboken: Routledge.
Boselie, P. (2010). Strategic human resource management: A balanced approach.
Maidenhead, Berkshire, United Kingdom
Connell, J. & Teo, S. (eds.) (2010). Strategic HRM: Contemporary issues in the Asia Pacific
Region. Melbourne: Australia: Tilde University Press
Guest, D.E., Paauwe, J. & Wright, P. (Eds.) (2013). HRM and performance: Achievements
and challenges. Chichester, West Sussex : Wiley.
Kramar, R., Bartram, T., De Cieri, H., Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright,
P. M. (2014). Human resource management in Australia (5th. ed.). Sydney: McGraw-
Hill Australia Pty. Ltd.
McGraw- Hill Australia Pty. Ltd. Mello, J. A. (2011). Strategic human resource management
(3rd ed.). Mason, Ohio:
McGraw- Hill Australia Pty. Ltd. Mello, J. A. (2011). Strategic human resource management
(3rd ed.). Mason, Ohio: Thomson/South Western.
McGraw-Hill. Boxall, P., Purcell, J., & Wright, P. (eds.). (2007) The Oxford handbook of
human resource management. Oxford: Oxford University Press
McShane, S., Olekalns, M., & Travaglione, T. (2013). Organisational behaviour: Emerging
knowledge. Global insights. (4th ed.). North Ryde, NSW
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Connecting strategies with HRM
Nankervis, A., Baird, M., Coffey, J. & Shields, J. (2014). Human resource management:
Strategies and practice (8th ed.). Melbourne: Thomson.
Sage Publications Limited. Schuler, R. S., & Jackson, S. E. (2007). Strategic human resource
management (2nd ed.). Malden, USA
Salaman, G., Storey, J., & Billsberry, J. (Eds.) (2005). Strategic human resource
management: Theory and practice (2nd ed.). London: Sage Publications Limited.
Storey, J., Wright, P.M., & Ulrich, D. (2008). The Routledge companion to strategic human
resource management. Hoboken: Routledge.
Truss C., Mankin, D. & Kelliher, C. (2012). Strategic human resource management. New
York: Oxford University Press.
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