Culture and Commitment
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Human Resource Management in a Business Context

Human Resource Management in a Business Context, 3rd edition
by Alan Price
 Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources, key concepts, review questions and case studies for discussion and analysis.
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Organizational Culture

  Corporate culture

It has long been recognized that the organization cannot simply be described in terms of its formal structure (...) The concept of corporate culture is a central theme of the 'excellence' literature as well as HRM and total quality management. Its major exponents presented a 'strong' corporate culture as a key factor in enhancing competitive performance through greater employee commitment and flexibility. Employees in strong cultures know what is expected of them. Conversely, staff in weak cultures waste time trying to discover what is required. According to this argument employees identify with a strong culture and take pride in their organization.

  Long before Sept. 11, technology was creating a workplace where phone calls, voice mail and e-mail messages were regularly monitored by employers Watching employees on HRM Guide USA

  See this account of ' Branding aligns employees with organizational goals also on HRM Guide USA

  See how building a culture relates to : Top Talent and Passionate Employees again on HRM Guide USA

 The Deal and Kennedy model of corporate culture

Deal and Kennedy's Corporate Cultures (1982) was inspirational and incorporated five critical elements:

1. The business environment - the orientation of organizations within this environment - for example a focus on sales or concentration on research and development - leads to specific cultural styles.

2. Values - are at the heart of corporate culture. They are made up of the key beliefs and concepts shared by an organization's employees. Successful managers are clear about these values and their managers publicly reinforce them.

3. Heroes - personifications of the organization's values, achievers who provide role models for success within the company. (...) Heroes have vision and go against the existing order if necessary in order to achieve that vision.

4. Rites and rituals - ceremonies and routine behavioural rituals reinforce the culture (product launches, sales conferences, employee birthday celebrations...)

5. The cultural network - the carrier of stories and gossip which spread information about valued behaviour and 'heroic myths' around the organization.

  Corporate culture and people management

This section of Human Resource Management in a Business Context provides a critique of the simplistic approach to corporate culture

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