This study was done with a few attempts to provide a clear and final insight to how the managers and fresh graduates as well as individuals who are applying for a job tend to perceive a work environment. The focus of the research is to understand how it impacts any processes inside the organization…
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The paper studies the influence of cultural knowledge in Human Resource Management. Culture plays a vital role in any organization. The understanding of culture involves both external and internal elements. To nurture a strong corporate culture within an organization, the human resource department must invest time into activities which would develop the basic understanding of the organization into the minds of the employees. The human resource department itself carries the role of molding the employees into a commodity for the company. Many different aspects and practices are explored to bring into light the problems that the human resource department faces with employees and the cultural diversity that comes with them. The response of how fresh graduates and professional human resource managers was tested. The results showed that the understanding of human resource managers showed because of their experience in the field. The time that had been spent working showed that they understood the mindset of individuals that they interviewed and how those individuals would have adapted into the culture of the organization. Further the difference of how society affects the individuals applying for jobs and how it impacts their thinking process. Further discussion on how human resource practices could improve the workspace. The best way for an organization to excel is to build a strategy which differs from that of any competitors in the market. One factor that could be used to influence positive performance and to build a great strategy would be to focus on the understanding of culture. Culture itself plays an important role in leading to the success of a firm. (HR Impact on Corporate Culture, 2005). The Human Resource moreover functions in creating a shape or change that enforces the corporate culture. (HR Impact on Corporate Culture, 2005). To serve the human resource function and to emit the gap between Human Resource business planning or even to bring about a basic understanding of cultural awareness, one is required to understand that importance that culture brings in a firm’s success. (HR Impact on Corporate Culture, 2005). “Culture defines the proper way to think, act and behave within an organization.” (HR Impact on Corporate Culture, 2005) Understanding culture helps new individuals, who join an organization, fit into the environment without any problems. These people tend to be the most successful in the work environment because of how easily they can relate to their work environment and the people that they work with. The ones in the organization who choose not to do things in a proper way often are relieved of their positions within a time period decided by the human resource department. (HR Impact on Corporate Culture, 2005). The culture of an organization is mostly set by its top management who decides what is right and what is wrong in a firm’s workspace. (HR Impact on Corporate Culture, 2005). This culture that has been created is seen by leaders at a competitive advantage over its competitors. Culture helps an organization adapt with its external environment because of how important it is for its internal integration. (HR Impact on Corporate Culture, 2005). Often when a new individual joins an organization he has no understanding of the culture that pertains to exist there. With time the individual develops to understand this and generally finds this difficult to fit in. The factor that affects human resource management of most is national culture. (Dimba, 2007). This problem can usually cause inefficiency and lead the individual to fall behind in work. The end
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The author states that the human resource management of the firms have undergone evolutionary changes over the decades. Their practices have changed gradually to conform to the global standards. One of the most contributing factors for the changes in the management practices is the advent of globalization.
In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
This trend requires strategic management considering numerous variables to be confronted within an unpredictable business climate. In such phenomenon of uncertainty, innovation is required (Beinhocker, 1997). As such, human resource management should be strategized with sensitivity to uncertain future, of variegated change processes, and of competition inherent to this type of business (Manning, 1998).
Our aim is to provide a brief understanding of HR differences in different countries. Since the origin of the concept in the individualistic achievement- oriented management culture of the United States, the term HRM is universally accepted. In the international context, a clear distinction is evident in HR literature in different countries Most of these developments, not surprisingly, have come from communities of scholars focusing on their own particular countries or regions, be it the US (for example, Arthur, 1994; Delery and Doty, 1996; Huselid et al., 1997), the UK (for example, Brewster, 1999; Guest et al., 2003), elsewhere in Europe (for example, D'Arcimoles, 1997; Lahteenmaki et al.,
Strategic human resource management can be defined as an efficient management process of utilizing human resources to the best extent and it aims at enhancing the organizational efficiency (Fombrun et al., 1984). It is a complex process that is continuous in nature
The Harvard model provides a strategic map intended to guide all managers in their relations with employees (Beer et al., 1984). It emphasizes the human or soft side of human resource management, featuring issues such as
Different countries and regions have differing cultural and traditional practices that affect significantly how they conduct business and relate with people. Culture plays an integral role in every society and it has developed into distinct and non-identical feature of every human being.
Domestic human resource policies apply to those laws and regulation which are implemented in domestic organisation or companies with little or no relationship with international business. These companies generally cater to the local markets with products and services especially meant for the regional consumers.
Many scholars have debated over the fact whether knowledge can be managed at all or not (Carter, 2000). One of them says that knowledge is intellectual capital and thus, like any other capital, it should also be managed by the company
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