Human Resource Management as an Integral Part of Organisational Culture

Running head: A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
Human Resource Management as an Integral Part of Organisational Culture
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1A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................3
Unit 1: The Organisational Context of HRM.........................................................................3
Unit 2 topic: Concepts in HRM.............................................................................................6
Unit 3 topic: HRM Theories and Models...............................................................................9
Unit 4 topic: Evidence on Policy and Practice.....................................................................13
Conclusion................................................................................................................................16
Reference..................................................................................................................................18

2A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
Introduction
Human Resource plays a crucial role in the sustenance of an organisation’s culture.
An organisation runs with the effective contribution of the employees. Hence, recruiting the
right candidate for a particular profile within the organisation; training him or her adequately
as per the job requirements; mentoring the candidate with regards to facing risks and
challenges and adapting leadership roles; counselling him or her under stressful situations and
finally evaluating the candidate’s performance and motivating him or her for achieving
better, are few among the major roles that an HR manager has to play in making an
organisational culture fruitful (Smollan 2015. Recruitment and selection are two such job
roles that are mostly identified with the human resource. The success of an organisation is
hugely dependent on how satisfiedly an employee discharges his or her roles. To ensure their
satisfaction, the Human Resource division of the organisation has to take care of a number of
factors like employment conditions, compensation and benefits, acknowledgement of their
exceptional performance and offering leadership roles. All such factors in isolation or in
combination not only aids in engaging the employee positively with his or her duty but also
instils the organisation’s core values and principles in them. A positively motivated employee
who values the organisation’s objectives and respects its cultural beliefs, ethics and code of
conducts becomes an asset for the organisation and takes it to newer heights. It is an HR who
facilitates such cultural cultivation within the employee by means of definite strategies. Some
of these strategies consist of productive feedback, rewarding an outstanding performance or
exhibition of exemplary behavioural standards. Periodically, an HR reinforces the
organisation’s culture through strategic development processes and evaluation of needs.
Cultural values play a positive role in influencing the thinking of an employee about the
organisational initiatives which, in the long run, results in producing improved outcomes.
Such initiatives enhances employee motivation, creativity and also help them in maintaining

3A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
effective work life balance. They learn to co-operate more with the organisation’s strategic
changes. Thus, the HR’s contribution in the organisational culture profoundly helps in
enhancing employee retention rates, reducing accident rates by making each employee aware
of the necessary safety measures, increasing productivity and quality of performance thereby
ensuring its growth and sustainability. In the following report four major aspects of Human
Resource Management would be discussed in light of their role and contribution in the
sustenance of an organisation’s culture. Organizational culture is a collection of values,
principles and beliefs that influences the behaviour and expectations of the employees as well
as the social and psychological environment at the workplace (Bourland-Davis and Graham
2017). The organizational culture is also a product of several factors such as the history of the
organization, the products or services of the organization, the management strategy used, the
demographics of the employee, the national culture, the language and diversity of the
organization, the organizational values and norms, assumptions of the employees and even
the environment and location of the organization. The organizational culture plays an
important part in the readiness of change. A positive work culture that is open to challenges
and is supported by effective leadership and communication can be more receptive and
supportive of organizational change while ineffective management and communication
barriers can increase resistance to change (Haffar et al. 2014). The present article aims to
describe in details about how the various HR Functions impact organisational culture.
Discussion
Unit 1: The Organisational Context of HRM
During Module 2 of the Masters Program, several important concepts which are
associated with Human Resource Management (HRM) have been discussed, mainly in the
context of Organizational Culture, the concepts of HRM and the theories and models of HRM
and evidence based policies and practices that are used in HRM. The significance of the

4A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
background of studying organization was the focus for first unit of the module. Various
theories and perspectives can be used for understanding Organizational Behaviour and
organizational Culture (Collings et al 2018). A social science perspective can be used to
understand how people interact with each other and how they work as a group (Shen and
Benson 2016). According to Thompson (2017), the sociological perspectives also help to
understand the basic assumptions, beliefs and expectations of the people (or employee) which
helps to get a deeper insight about their behaviour (or the organizational behaviour). This
understanding can be used to develop conceptual framework of how people behave and how
they can be best managed in order to maintain a professional and productive environment.
Additionally, Sociological perspectives can help to understand the causes of conflicts and can
be used to mitigate and manage conflicts (in workplace). Such aspects show how sociological
perspectives are necessary for HRM (Hollenbeck and Jamieson 2015).
Significance of Organizational Structures was also outlined under unit 1 of Module 1,
during which the significance of understanding organizational culture for HRM were
discussed. Also, discussed was how classical management theories were used for the
Organizational Structure. The classical theory mainly supposes that both the managers as
well as employees are rational beings and are capable to taking the right and responsible
decisions which can maximize the efficiency of the organization (Farnham 2015).
Organizational culture is a collection of values, principles and beliefs that influences the
behaviour and expectations of the employees as well as the social and psychological
environment at the workplace (Bourland-Davis and Graham 2017). Outlined below is how
the organizational culture is significant for the HRM:
 It helps the HRM to understand how employees interact with each other in the workplace
and how they can be motivated and their loyalty to the organization maintained.

5A REPORT ON ORGANISATIONAL DEVELOPMENT AND HRM
 By setting up a good organizational culture, values of respect and equality can be
maintained for all employees.
 Haling an inclusive work culture can increase solidarity among the employees which can
help to reinforce their identity as a part of the organizational workforce.
 A safe and respectful and inclusive work culture can also help to promote better employee
satisfaction and retention of the employees.
 Workplace culture also helps to provide a sense of direction for the employees through
which they can be guided on how to maintain a productive as well as safe and inclusive
workplace culture.
 Through a productive and positive work culture, the productivity of the individuals and
teams can be improved and thus help to promote organizational growth.
 By understanding the values, practices and beliefs of the organizational culture, the
Human resources can develop policies for recruitment and training, training and
development, compensation administration and performance management.
(Lee et al. 2016; Bourland-Davis and Graham 2017)
In section 2 of Unit 1, significance of Organizational Change and development to the
HRM practices were discussed. The aim of the unit was to help to understand the various
sources of changes in the organization, understand the management approaches that can help
organizational change practices, approaches towards employee training programs that can
help organizational change and organizational development and how culture can influence
readiness for change. Discussed below are these aspects:
Sources of change in the organization: Change in an organization can be induced
through several factors and sources, which can be both external as well as internal such as
technological changes, political and social changes, change in organizational complexity and