scholarly journals Relations between Organizational Culture and Human Resources Management in a Modern Organization

2020 ◽  
Vol 88 ◽  
pp. 105-119
Author(s):  
Oksana Pavlova
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Cultural Differences ◽  
Soft Skills ◽  
Human Resources Management ◽  
Resources Management ◽  
Creative Leadership ◽  
External Context ◽  
Technological Growth ◽  
Meaningful Definition

This article presents the development of organizational culture in terms of a rapidly changing environment in a modern labor market. Old definitions had to bring new persuasion into the field in order to compete among modern organizations. We can witness those changes firstly by analyzing how the meaning of an organizational culture has been changed over the previous decades from a very narrow function to a wide and meaningful definition including soft skills and psychological aspects. The most common reason why it happened is economic and technological growth and changes in demand which come along with it. Organizations must adapt to those changes; otherwise, consequences can be crucial. Organizational culture nowadays includes more supporting disciplines, and one of them is Human Resources Management (HRM). Organizational culture and Human Resources Management have been merged as supporting disciplines approximately in the late nineties. The meaning of that phenomena got even stronger when American psychologists admitted its relevance and supported the idea that organizational culture consists not only of an external context. HRM’s components, such as employee’s engagement, the management of cultural differences among parties, creative leadership, the identification of a specific and individual needs, etc., became relevant in shaping organizational culture in a modern organization. The article presents components which belong to the side of organizational culture as well as to the side of HRM and the most important relations between two disciplines and common components which glued those disciplines together.

scholarly journals PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA PEGAWAI BANK BJB CABANG BANJARMASIN

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Sayid Hasan
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Performance Measurement ◽  
Performance Management ◽  
Employee Performance ◽  
Human Resources Management ◽  
Population Based ◽  
Company Performance ◽  
Resources Management ◽  
Research Population

Abstract: Company performance measurement is very important. By measuring performance, management can determine the level of progress of the company and identify areas which should receive more attention. This research try to understand the influence of organizational culture to employee’s performance. This research is done to BJB Bank Branch Banjarmasin using all it’s employees as research population. Based on these results that the regression tested in this study are significant. In other words, the influence of organizational culture on performance is not coincident, but actually real or meaningful. Keywords: human resources management, organizational culture, employee performance Abstrak: Pengukuran kinerja suatu perusahaan merupakan hal yang sangat pen-ting. Dengan melakukan pengukuran kinerja, manajemen dapat mengetahui ting-kat kemajuan perusahaan dan sekaligus mengetahui bidang-bidang mana yang ha-rus mendapat perhatian lebih banyak. Penelitian ini berusaha memahami pengaruh dari budaya organisasi terhadap kinerja pegawai. Penelitian dilakukan di Bank BJB Cabang Banjarmasin dengan populasi penelitian adalah seluruh karyawan di Bank BJB Cabang Banjarmasin. Berdasarkan hasil penelitian ini dapat disim-pulkan bahwa regresi yang diuji dalam penelitian ini adalah signifikan atau de-ngan kata lain pengaruh budaya organisasi terhadap kinerja adalah bukan karena hal kebetulan semata, melainkan benar-benar nyata atau bermakna. Kata Kunci: manajemen sumber daya manusia, budaya organisasi, kinerja pegawai

scholarly journals Considerations Regarding the Location and the Role of Organizational Culture in the Romanian Military Environment

2021 ◽  
Vol 26 (1) ◽  
pp. 55-61
Author(s):  
Gabriela-Florina Nicoară ◽  
Sorin Gheorghe Pînzariu
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Human Resources ◽  
Human Resources Management ◽  
Personal Observation ◽  
Resources Management ◽  
Essential Resource ◽  
Military Institution ◽  
The Military

AbstractNowadays organizational human capital is an essential resource for any organization. Moreover, it gives the organization a significant competitive benefit. In that light, the aim of this article is to highlight how the activities carried out in the framework of human resources management influence the organizational culture in the military environment. Furthermore, our intention is to underline how the organizational culture within the military institution gets valences and inflection in relation to the practices of management which are implemented within the component of the human resources of the Romanian Army. The main methods we used in the present research were the personal observation and the study of the evidence.

International Symposium of the International Personnel Management Association

2000 ◽  
Vol 29 (3) ◽  
pp. 305-313 ◽  
Author(s):  
Janice R. Lachance
Keyword(s):  
Public Sector ◽  
Human Resources ◽  
International Symposium ◽  
Cultural Differences ◽  
Personnel Management ◽  
Human Resources Management ◽  
Resources Management ◽  
Management Association ◽  
Public Sector Organizations ◽  
The Common

The topic that commands our attention today, “Rewards and Recognition,” is one of those issues where we can share and learn from our similarities and our differences. When I have the chance to attend international meetings like this one, I am always struck by how much we have in common. Although cultural differences may distinguish our countries in some ways, the common challenges and common opportunities we share will always bring us together. I think this is particularly true for the human resources management field and for public sector organizations.

scholarly journals The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

2020 ◽  
Vol 22 (3) ◽  
pp. 301
Author(s):  
Gugup Kismono ◽  
Raden Muhammad Pradana Ramadista
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Open Systems ◽  
Human Resources Management ◽  
Organizational Cultures ◽  
Resources Management ◽  
Hrm Practices ◽  
Industrial Sectors

“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

scholarly journals Effective knowledge management in the Nigerian banking industry: Indigenous knowledge

2019 ◽  
Vol 1 (3) ◽  
pp. 10-18
Author(s):  
Osarumwense Iguisi ◽  
Stephen Obeki
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Banking Industry ◽  
Human Resources Management ◽  
Resources Management ◽  
Management Leadership ◽  
The World ◽  
Nigerian Banking

Over the years, there have been an escalating shift from manual work to knowledge work all over the world and knowledge workers are in high demand. This study explores how well knowledge management factors such as information technology, organizational culture, measurement, management leadership and support, and human resources management exist in the Nigerian banking industry and it examined how well these critical success factors are being implemented. The study uses study consisted of members of staff of six selected Nigerian banks. A total of 100 copies of research questionnaire were administered to collect data for the study.  The 100 questionnaires were administered to the respondents out of which 72 copies were duly filled and found usable, amounting to 72% response rate. The study found that there is high level of management leadership and support with mean score of 4.01, organizational culture (4.01), measurement (4.02); information technology (4.43), and human resources management practices (4.18). In total, the mean score for knowledge management practice in the Nigerian banking industry is 4.43, making it a highly practiced concept in the Nigerian banking industry. It is recommended that management of banks in Nigeria should invest in knowledge management activities especially in this time that most economies in the world are knowledge-based.

scholarly journals The Effects of Organizational Culture on Human Resources Management: A Study on Vietnamese Publicly Listed Enterprises

2020 ◽  
Vol 10 (7) ◽  
pp. 885-894
Author(s):  
Quang Linh Huynh ◽  
Thanh Thuy Nguyen Thi ◽  
Tan Khuong Huynh ◽  
Tuyet Anh Duong Thi ◽  
Thuy Lan Le Thi
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Human Resources Management ◽  
Resources Management

scholarly journals INFLUENCE OF CULTURAL DIFFERENCES IN INTERNATIONAL HUMAN RESOURCES POLICIES ON THE CASE OF INTERNATIONAL DUTCH COMPANY IN AZERBAIJAN

2020 ◽  
Vol 4 (1) ◽  
pp. 110-114
Author(s):  
Emilia Sielicka ◽  
Damian Kowalczyk ◽  
Alicia Choma
Keyword(s):  
Human Resources ◽  
Cultural Differences ◽  
Rapid Development ◽  
Human Resources Management ◽  
Talent Management ◽  
International Human Resource Management ◽  
Resources Management ◽  
Hrm Practices ◽  
International Human Resources ◽  
International Human

Recent years have witnessed the rapid development of Human Resources Management. Nowadays HR issues are significant not only in domestic market but also, because of globalisation process, they are becoming more important in international companies relation. In such circumstances companies have to face new challenges and create appropriate conditions for multicultural working. Studies of Hofstede (1980) show the importance of place and culture in which people have grown up to their feelings and behaviours. Recently, researches have examined the effects of culture in International Human Resource Management. Cultural differences determinate HRM activities in most of the company subsidiaries areas of action (Schneider and Barsoux, 1997). This practise begins from staffing policy, then it is going through knowledge sharing to talent management. Thanks to effective HRM practices in these areas companies creates future competitive position (Ahmad and Schroeder, 2003). That process is strengthened by building socialization mechanism, described by Hong and Vai (2008).

scholarly journals The Effect of Situational Leadership Behavior Organizational Culture and Human Resources Management Strategy on Education and Training Institution Productivity (Survey on Educational and Vocational Training Institutions in West Java Province)

2014 ◽  
Vol 1 (2) ◽  
pp. 1-8
Author(s):  
Iskandar Iskandar
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Vocational Training ◽  
Leadership Behavior ◽  
Human Resources Management ◽  
Situational Leadership ◽  
Management Approach ◽  
Training Institution ◽  
West Java ◽  
Resources Management

The aim of this research is to analyze: situational leadership behavior, organizational culture and productivity of vocational training institutes in west Java Province. The correlation between situational leadership behavior and organizational culture at vocational training institutes, the effect of situational leadership behavior and organizational culture toward productivity of vocational training institutes in west Java Province. This research uses organizational behavior and human resources management approach. The type of the research is descriptive and verificative, while the method used both descriptive and explanatory survey. Investigation type is casualty and time horizon in cross sectional. The sample size used is proportionate sampling by taking sample 115 vocational training institute of spread over 19 locations totally, all its population counted 719 vocational training institutes in west Java Province. The data analyzed by descriptive analytic and path analysis. The result of research shows, 1) situational leadership behavior and organizational culture in generalities, rather high score and the productivity at vocational training institutes to society, cooperation with company or industry in training program development, and placement of training graduate assessed by rather low, 2) there is correlation which significant between situational leadership behavior and organizational at vocational training institutes in west Java Province, 3) situational leadership behavior, organizational culture has significant effect simultaneously and partially productivity of vocational training institutes in west Java Province.

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