The Key to Hrm Is the Link Between Organizational Activities

As mentioned earlier with the definitions of organizational culture and HRM, one can see that there maybe or there is a relationship between the two. Enz & Siguaw (2000, p. 48) states an organization can only have excellent operations with excellent employees and for this to occur, excellent human-resources practices are required. However, Higgins & McAllaster (2004, p. 63) say that for change to occur, strategists must manage an important factor of which is organizational culture.

And for this to be successful, cultural artifacts must be managed or changed as barriers may be built causing failure to this. Cultural artifacts are defined with Higgins & McAllaster (2004, p. 63) to include set of attributes, objects and behaviors that help definitively characterize one organizations as opposed to another. It is seen in the current economy, innovative hotel companies are developing their human resources practices to help build and sustain organizational effectiveness (Enz & Suguaw 2000).

For organizational effectiveness to take place, Enz & Suguaw (2000, p. 48) say that firms have created a bundle of employee practices that are customer focused, are aligned with each other, and reinforce the organization’s strategic position. This has shown that organizational culture has a link with HRM as culture has shown effectiveness and as a result of this, HRM have had to adapt to obtain organizational culture. HRM consists of best practices that are divided in five categories.

These categories include, employee practices such as “leader development, training knowledge buliding, employee empowerment, employee recognition and cost management” (Enz & Siguaw 2000). In contrast, organizational culture considers cultural artifacts such as “myths and sagas about company successes and the heroes and heroines within the company; language systems and metaphors; rituals, ceremonies, and symbols; certain physical attributes such as the use of space, interior and exterior design, and equipment; and the defining values and norms” (Higgins & McAllaster 2004).

Furthermore, despite the two; HRM and organizational culture having a link, a difference can still be seen. Leader evolution in organization culture enables employees to climb hierarchies in the organization building confidence and self-esteem through how leaders give employees a sense of steadfastness, rewards for favorable outcome and a positive work climate (Higgins & McAllaster 2004). With HRM, leadership development locks vital skills and competencies amongst leaders to aid long-term competitiveness by keeping those leaders in the company (Enz and Siguaw 2000).

Training knowledge in HRM enhances understanding and communication. This understandings’ main motive is to bring employees to alignment of values with that of the organization (Enz & Siguaw 2000). Organizational culture achieves reflecting values of the organization in its employees through strategy management. For instance, Bethune and Brenneman introduced service as they key cultural artifact of Continental that they ensured through the reward system for polished service and they’re first hand accounts with front-line employees (Higgins & McAllaster 2004).

Additionally, symbols and slogans discreetly indicate the stance of an organization, paving direction for the employees (Higgins & McAllaster 2004). Employee empowerment can be portrayed in myths and sagas of organizational cultures. Stories, values and norms of the past, both positive and negative give a bigger picture of attitudes and behaviors of employees and expectations, standards and language usage of the company which encourages and inspires employees to excel for better than previous organization employees (Higgins & McAllaster 2004).

HRM achieve employment empowerment through regulation of advantages and disadvantages liable to the employees. For instance, gender segregation and disadvantage was eliminated through the Sex Discrimination Act through affirmative action (Macken 2004). The recognition of employee is brought about by offers that carry a weight heavier than compensation in HRM. Human capital is considered absolutely vital for organizational success (Marriot 2001).

In organization culture, cultural artifacts such as award ceremonies pushes employees to be more competitive and therefore increase productivity (Higgins & McAllaster 2004). In conclusion, this essay illustrates the difference and the link between HRM and organizational culture. When it comes to strategy management for organizations both HRM and organizational culture both use continuity and change depending on the context. However, organization culture uses specifically the context of norms and values (Higgins & McAllaster 2004).

A company should not attempt to make changes without considering the context, economic climate, and should attempt to differentiate changes that should be amended for the long-term and short-term to stabilize the business (Gubman 2004). HRM consists of implementation and execution of strategies and organizational cultures involves value systems and norms aligned with new strategy. Therefore there is a link between HRM and organizational culture. Bibliograph Enz, CA & Siguaw JA 2000, ‘Best Practices in human resources’, The Cornell Hotel and Restaurant Administration Quarterly, vol. 41, no. 1, pp. 8-61. Gubman, E 2004, ‘HR strategy and planning: From birth to business results’, Human Resource Planning, vol. 27, no. 1, pp. 13-23. Higgins, JM & McAllaster C 2004, ‘If You Want Strategic Change, Don’t Forget to Change Your Cultural Artifacts’, Journal of Change Management, vol. 4, no. 1, pp. 63-73. Mackeb, J 2004, ‘Still only halfway there’, Australian Financial Review, 13 August, p. 81. Marriot, JW 2001, ‘Our competitive strength – Human capital’, Vital Speeches of the Day, January 1, vol. 67, no. 6, pp. 165-168 Stone, RJ 2010, Managing Human Resources, 3rd edn, John Wiley & Sons, Australia.