INFLUENCE OF ORGANIZATIONAL CULTURE IN TODAY'S PERSPECTIVE

An organization’s culture affects every stage of how organizations are functioning and how work gets done, while confirming their culture which is adequate for the future with high significance for many organizations. Schein.E (1992) defined culture as a pattern of sharing basic expectations that the organization has learnt while considering as valid and to be taught to new members as the correct way to perceive. Also Schein (2004), identified organizational culture as a dynamic force which plays a major role in the organization, engaging with revolving and collaborating as it is designed up by the employees and management movements, behaviors and attitudes.

According to the CIPD view point, Organization culture can be identified as one of the hardest attributes within an organization, but also as one of the greatest significant and valuable aspect. Also advanced and aligned corporate cultures can inspire employees to perform well and engage with their work efficiently while aligning performances to common values and purposes, share knowledge and insights, be more dynamic and responsive, and build trust. However, when toxic culture can cause major issues for the organization as well as employees, directing to low performance and confidence, high levels of staff turnover (CIPD, 2016).

According to Forbes view point, Culture is the invisible strength that shapes organizational success and permits to keep star performers within the organization. Further in Forbes, gave an ideal example on how culture helps to achieve excellence within the organization. As described in it, one of kidney dialysis company, DaVita, have done excellent job intentionally while creating their culture very well. In 1999, Kent Thiry joined the company as the CEO and made organizational operative, financial and morale challenges resulting the company fallen technically bankrupt. By 2005, with the new management team appointed were able to achieved a reversal while company’s market capitalization grown from $200 million to more than $5 billion, the clinical outcomes had become the best in the industry, the company’s organic growth was the highest in the industry and employee retention had improved dramatically with a 50% reduction in turnover because of the significant changes in the organizational culture (Forbes, 2018).

Every organization has its distinctive culture with a combination made up by people with special and different personalities, talents and individual goals. In the changing world with a newer innovation leaders need to deal with a way to encourage employees to achieve company objectives while preserving organizational culture and values. When an organization culture changes takes place the most common scenario is the employee frustration and dissatisfaction which needs to be managed well (Sepra,2016).


References

CIPD, (2016). ‘Developing organization culture: Six case studies’. CIPD. June. [Online] Available at: https://www.cipd.co.uk/Images/developing-organisation-culture_2011-six-case-studies. (Accessed on 30th June 2018).

Forbes, (2018). Keep Your Best Employees: Culture Is Key. [Online]
Available at: https://www.forbes.com/sites/dedehenley/2018/05/22/keep-your-best-employees-culture-is-key [Accessed on 30th June 2018].

Schein E. (1992). Organizational Culture. American Psychologist. 45(2), 109-119.
Available at:http:// dx.doi.org/10.1037//0003-066X.45.2.109.[Accessed on 30th June 2018].

Schein.E(2004). Organizational Culture and Leadership. San Fransisco, CA:Jossey-Bass.

Sepra, S., (2016). An overview of the concept of organizational culture. International Business Management, 10(1), pp.51-61.

EMPLOYEE ENGAGEMENT AND WHAT IT MEANS FOR HR IN TODAY'S VIEWPOINT

Today, employee engagement has become widely accepted concept since it identified as an essential factor in achieving performance in the workplace.

Engagement is about forming prospects for employees to connect with their coworkers’ managers and wider organization while creating an environment where employees are motivated and want to connect with their work while having a thought of doing a good job. As it is a concept places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first-century workplace (CIPD, 2009).

Employee engagement can be recognized as the combination of commitment towards the organization and can be identified the positive belief of enthusiasm which help out organizational citizenship. Also engagement is something that the employee has to offer, while it cannot be ‘required’ as part of the employment contract (CIPD, 2007).

‘An engaged employee spread themselves in order to achieving organizational needs by taking initiatives proactively as well as support the organization’s culture and values, stay motivated and vigilant with believing that he/she can make a difference’ (Kaufman et al., 2007).

According to a survey of SHRM ,which conducted among 700 HR professionals, 47% said that employee engagement is the most important HR challenge at their organizations and also the majority (94%) of organizations believe positive feedback has an impact on improving employee performance (SHRM,2013).

According to Forbes, many researches confirmed that employee engagement is a key factor which contribute directly to increase profitability, however most organizations still have no proper engagement strategy in place to achieve the same.

As described in Forbes, Currently most of the CEOs are not holding their management responsibilities for increasing engagement with in the organization or providing them with the training to do so. According to their studies statistic shows that only 33% of employees at U.S. companies feel engaged at work which indicates a shortage of senior leadership attention within and commitment towards this important performance improvement tool.

According to the Forbes view point, alignment of job responsibilities with high concern will directly contribute to increase engagement. Also they says that an employee is 2.5 times more possible to be engaged when they strongly agree that management expectations for their work aligns with their actual work responsibilities. In the airline industry, customer service is not an easy task. Canceled flights and policy changes are rarely take place. Employees at Southwest Airlines are usually more welcoming and seem cheerful and always engaged at work because the employees feel like part of a bigger mission and strong drive lead by the company (Forbes, 2018).

References

Chartered Institute of Personnel and Development ,(2007). Reflections on employee Engagement: Change agenda. CIPD: London. [Online] Available: http://www.cipd.co.uk/changeagendas (Accessed on 3rd June 2018)

Charted Institute Of Personnel and Development. (2009) Employee engagement in context. London: CIPD: London: [Online] Available: http://www.cipd.co.uk/changeagendas :(Accessed on 3rd June 2018)

Jaramillo, S., (2018). Forbes. [Online] Available at:https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/06/22/four-lessons-from-companies-that-get-employee-engagement. [Accessed 05 July 2018].

Kaufman JD, Mead AD, Rauzi T, DeVille JO (2007), An Empirical Investigation of the Stability of Employee Engagement, [Online] Available www.iit.edu/~mead/KaufmanMeadRauziDeville2007.pdf (Accessed on 3rd June 2018).

Society for Human Resource Management. (2013). SHRM/Globoforce Survey: Employee Recognition Programs. Retrieved fromwww.shrm.org.

CONSTRUCTING A HIGH-PERFORMANCE CULTURE: A FRESH LOOK AT PERFORMANCE MANAGEMENT

In general, Performance Management (PM) can be identified as a significant process of Human Resource Management (HRM), as it involves with the assessment of current and previous results or performance of an employee, a specific team or within the whole organization. While a wide literature sources emphasized that PM is a complex process, it is a base for many business practices related to HRM such as the need for staff training, new recruitment, career development, rewarding, etc.(Slavić, et al., 2013).

According to CIPD view point, PM is an activity engages with set of processes which aims to maintain and improve employee performance in line with organizational objectives. It’s strategic as well as operational, aiming to ensure that employees are contributing positively towards business objectives (CIPD, 2017).

As described by Stangl-Susnjar & Zimanji (2005), Performance evaluation approach can be identified in two ways - individual level and on evaluation on exact data. First approach contains the contact by the way of “face to face”; which is a difficult way for assessors since it activates emotions easily lead to conflict. The other approach focuses on the working process which is based on the exact data results of the quantification and assessment with the standards.

According to a survey conducted by Watson Wyatt, founded that only three out of 10 workers agree that their company’s PM system as a tool that helps in improving performance. Also less than 40% of employees believed that their systems help to form clear performance goals, produce honest feedback or use technology to streamline the process (SHRM, 2015).

Cappelli &Tavis (2016), argues that current changes to PM are an outcome of changing strategic concerns where there is a less need for individual responsibility and more need for development, as well as and more requirement for teamwork rather than individual performance, which is published in the Harvard Business Review.

Google revealed that bosses have a great influence on employees’ performance and job attitudes which reflect the old HR saying that “people don’t quit their jobs, they quit their managers.” Also Cargill is another firm that has initiated in converting their performance management into a continuous feedback process. In order to reduce difficulty and streamline processes at Cargill, they implemented a new process called everyday performance management which is a new process designed to focus direct driving on key behaviors of their employees (Dewettinck, 2014).

References

Cappelli, P. and Tavis, A. (2016).The Performance Management Revolution. Harvard Business Review, 10, 58-67.

CIPD (2017). Performance management: an introduction. [Online]
Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet
[Accessed 02nd July 2018].

Dewettinck, K. (2014). Trends in Performance Management, Europe: Hudson.

SHRM.(2015). SHRM Foundation Executive Briefing - Four Questions the CEO Should Ask About Performance Management, Alexandria, Virginia : SHRM foundation.

Slavić, A., Berber, N. & Leković, B.(2013). Pderfomance Management In International Human Resource Management. Serbian Journal of Management 9 (1) (2014) 45 - 58 , Issue 2014 January.

Stangl-Susnjar, G. & Zimanji, V. (2005). Human Resource Management: The International Journal of Human Resource Management, 24(4): 704-720.