HRM and Organisational Culture

  Adopted from enterprisetalk.com The significance of organisational culture within companies has been long-standing, gaining even more prominence in recent times. The COVID-19 pandemic dramatically changed our work landscape, necessitating organisations to adjust to this new reality. As remote work increasingly becomes the norm, companies are challenged to discover fresh methods of preserving their organisational culture and ensuring sustained employee engagement. To stay competitive, employers need to adeptly adapt to evolving business culture trends (Sharma, 2023; Junes, 2023). Hence, let's underscore some pivotal trends in organisational culture (Sharma, 2023; Junes, 2023) : 1.Remote works The pandemic has made remote work a standard practice for many companies, pushing them to discover novel methods to preserve their company culture and ensure employee involvement. One emerging trend involves using virtual team-building exercises like online social gatherings and games to

HR is constantly adapting its framework to align with evolving technology. With effective strategies from business leaders, this evolution should enhance daily operations and ultimately benefit employees (Sharma, 2023). According to Sharma, (2023), below are the main existing and future HRM trends: Adopted from Sharma, (2023) 1.Hybrid culture As remote work became common, personnel shifted away from a fixed location, prompting companies to dissolve geographical ties. While some urge a return to the office, many prefer a hybrid approach. This choice significantly impacts retaining talent—around 40% might quit if hybrid work halts. Moreover, hybrid setups facilitate global business expansion, offering growth and financial prospects efficiently. 2.Global expansion Expanding into global markets begins with remote work. Evolving HR trends align with changing times and technology, simplifying the establishment of businesses abroad. Additionally, post-pandemic government policies ease the

  Adopted from The North Bay Business Journal (2022) What is a multigenerational workforce? A multigenerational workforce consists of individuals spanning various age groups. With the increasing average lifespan, more people opt to continue working past the traditional retirement age. As a result, it's now usual for businesses to have employees from four to five different generations working together. These groups are, Silent Generation (Traditionalists)  – born 1928-1945 Baby Boomers  – born 1946-1964 Generation X  – born 1965-1980 Generation Y (Millennials)  – born 1981-1996 Generation Z  – born 1997-2012 HR leaders ought to incorporate all age demographics into their succession planning and strategic workforce strategies. This inclusive approach helps in identifying effective methods to allure, involve, maintain, and cultivate employees at different points in their lives ( Boatman, 2021). Adopted from  Boatman (2021) Multigenerational workforce challenges on HRM & organisati

  Adopted from www.google.com. (n.d.) The culture within an organisation has an impact on every factor of the business, including elements such as punctuality, communication style, contractual agreements, and employee benefits. When the workplace culture is in harmony with your employees, it increases the likelihood that they will experience a greater sense of ease, support, and appreciation. Performance evaluation gauges the extent to which an organisation accomplishes its goals and advances its efficiency and competitiveness in alignment with its organisational strategy (Riratanaphong, Voordt, & Sarasoja, 2012). Organisational performance encompasses a multitude of indicators that offer insights into the extent to which goals are achieved, promoting a broader recognition of the importance of balancing financial and non-financial aspects (Kaplan and Norton,1992). What are the 8 Attributes of Management Excellence? According to the Peters and Waterman (2004), proposed 8 attribu

Adopted from Francis, (2014) The cultural school of strategy formulation is one of the ten perspectives on strategy described by Henry Mintzberg and his colleagues in their book "Strategy Safari." Rooted in anthropology, the cultural school centers on the way social interactions within an organization are influenced by shared beliefs and traditions. This school's foundational concept suggests that when you examine power dynamics closely, you can discern the role of culture in shaping them (Mintzberg, 1998). The primary components of this model, as presented in the literature, include decision-making methods, resistance to changes in strategy, strategies to address this resistance, prevailing values, and instances of clash within the organisation's culture. Despite some limitations like its conceptual vagueness and potential to discourage necessary change, the cultural school takes a comprehensive historical approach and introduces ideas related to collectivism. It

Adopted from www.google.com. (n.d.) Choosing the right organisational culture for your business is a critical decision that can significantly impact on a company’s success and the satisfaction of employees. This table summarizes the key considerations for choosing the right organisational culture. Key Consideration Details Alignment with Goals Ensure alignment with organisational objectives Team Working Styles Consider team preferences and working styles. Adaptation to Changes Be flexible and adaptable to accommodate evolving business needs. Employee Experience and Agility Prioritize creating a positive employee experience and fostering agility. Use of Assessment Tools Utilize tools like the Organisational Cultural Assessment Instrument (OCAI) to assess current and preferred cultures for insights into decision-making. By carefully

Adopted from Gardner, R. (2021) Organisational culture serves as the cohesive force binding a company. Familiarizing yourself with the various forms of organisational culture enables you to steer and influence the culture's evolution within your organisation as it progresses. Let's explore the distinct organisational culture types, their primary traits, as well as their pros and cons. There are Four Primary Types of Organisational Culture The Competing Values Framework, developed by Kim Cameron and Robert Quinn at the University of Michigan, categorizes organisational culture into four distinct types based on the interplay of two competing values: flexibility versus stability and an internal versus external focus. The below table provides a clear overview of the four primary types of organisational culture and their key characteristics. Each of these culture types has its advantages and disadvantages, and organisations often have a combination of these cultures to varying degre