HR assignment essay help: HR policy in work place
Policy implementation issues:
HR policy refers to formal testimonial of a principle or rule that has to be followed by the members of an organization. On the other hand, each HR policy addresses an issue central to the enterprise’s mission or business functions. In this context, this essay talks about organization’s culture and values’ significance for HR policy development that also have direct impact on the successful policy implementation. It also discusses about management ability to affect cultural change up to a restricted extent while recognizing the importance of organizational culture’s support in effective implementation of HR policy.
HR policies are an essential part of any organization’s landscape. These policies set a platform to work effectively with support of organizational principles and rules. Moreover, values and expectations can be communicated through policy for how things have to be performed and achieved at the organization level. It also keeps an enterprise in conformity with legislation and offers security against employment claims. Subsequently, with supporting consistent treatment of organization’s members, fairness and transparency, HR policies help management to make decisions that are vital, standardized and conventional. In entire framework of HR policies, organization culture has significant role to play in their implementation and development. Therefore, the next section of the essay attempts to explain the organizational culture and its importance in HR policies successful execution (Abadi, 2012).
Organizational culture is considered as underlying beliefs, values, and assumptions which are conducted by managers and other members of the organization. However, organizational culture and values play a variety of roles in HR policy development. It becomes helpful to have the organizational culture precisely define the parameters for specific HR policy implementation and development. Afterwards, this may fix only some vital policies that require their review and other policies can be accepted and managed by the organization. Alternatively, it is also considered that good HR policies and programs are good when they fit appropriate with the organization’s inimitable culture, goals & objectives, and values. When an organization performs well assessing its culture and values, it can then go forward to set HR policies and strategies that maintain and reinforce its key principles and values (Patil & Kant, 2012).
Additionally, different factors such as degree of hierarchy within the organization, degree of urgency, courtesy dimensions, functional orientations and values define an organizational culture that further set a constraint for HR policies development. Consequently, these policies and principles also help the employees to renovate the organizational values into their daily work behaviors.
In addition, a flexible human resource policy is a crucial constituent of a flexible working culture. Often, such policies are developed in isolation and the prerequisites of one can unintentionally counter to the prerequisites of another. Organizational culture creates a parameter that an entirely integrated suite of HR policies proposes a better assurance that it will fully encourage the flexible work timings and work-life balance for the staff. As organization culture is shared behavior of the employees of an organization, it affects the way people interact with one another, with clients and stakeholders. In simple words, it addresses employee relations and their performance. Furthermore, policies are created on the basis of culture in process. Policies may include, flexible working, annual leave policies, performance management, and policies for talent management and hiring. Policies are formed for the employees only those create the organizational culture (Nankervis & Compton, 2006).
Next, this essay also reveals that organizational culture operating within the organization directly influences HRM policies and practices. The managerial values & beliefs and assumptions of organizational culture relate to two principle organizational element; task and employees. Consequently, mostly managers execute HR policies based on their postulations about the character of both these elements task and employees. In support, some of the empirical evidences were also provided based on research to examine the effect of organizational culture and HRM policies and practices.
Data was collected from Singapore based on cultural values and HRM effectiveness of firms. Findings made a comparison of two types of enterprises; either influential or leader value profile and organizations with meritocratic or collegial value profiles. Both of the organizations were matched with HRM policies’ effectiveness. Then, organizations with influential profile represented better financial performance. The evidence based research exemplified the impact of organizational culture and HR practices on financial performance (Chew & Sharma, 2005).
Afterward, one of the studies revealed that emergence of HR policies depends on the organizational values and how are they perceived and practiced. Therefore, HR superiors were strongly recommended to move forward and presume more impact of organizational culture and values on development of human resource policies. They were told to develop facilitating competencies, maximizing organizational learning opportunities and initiating empowerment and underlying systems (Hassan, 2007).
Supportively, other studies also discussed about the relationships between human resource policies and organizational culture whereby human capital played a role of mediator. On the basis of analysis, it was observed that selection of the employees, use of evaluations and rewards based on their power to attain new competencies has more linked with organizational culture and values. Nevertheless, these HR policies of hiring are related to the distinctiveness of the human capital (Lopez-Cabrales, Real & Valle, 2011).
However, most of the organizations accept the idea of significance of organizational culture’s support in successful implementation of HR policies and practices. Thus, strong leaders must think about the frame of mind and norms within the workplace and also how to develop them to push the organization to an elevated performance level. Here, organization’s culture changes every time with this big idea of its support to HR policies development.
Nonetheless, reshaping organizational culture is a slow process of changing thinking and behavior of employees that needs uniformity over time. Besides, changing culture needs deliberate leadership, individual change within each employee and workplace policies that maintain the change efforts. But, through this crucial role of organizational culture in developing policies effectively has witnessed continuous cultural change (Eaton, 2003).
According to one of the peers, there is a linear relationship between a well-built organization’s culture and human resources management. Organizational culture which comprises history, mission, vision, principles, core values, beliefs, leaders, stories, formal procedures and symbols have a straight influence on the policies and implementations of human resources management. Similarly, procedures and activities of human resources management practices directly contribute to the formulation and continuation of an enviable and strong organizational culture (Abadi, 2012).
Since human resources policies and activities are formed according to the corporate culture they convert into an imprudent role to play. Likewise, it takes proactive role since it contributes to nurturing of a pleasing and sturdy culture. Further segment of this essay talks about the companies acknowledging the importance of organizational culture in developing HR policies and practices.
Afterward, it was researched that many of the companies considered focus on a ‘Big Idea’ or a few key words that merely articulate what the rationale or values of the organizations are how the organization works and what it’s like to work there. But the research shows plainly that the ‘Big Idea’ on its own isn’t quite sufficient (Kelly, 2012).
Regardless of many practices that have been formulated and implemented, their impact on the work-life environment of organizations is as yet uncertain. Therefore, few organizations have conducted an all-inclusive estimation of their work/life culture. Consequently, questions remain as to how much improvement has really been made in this area and have modifications to human resource policies and practices been converted and inculcated into an essentially different organizational culture?
In this context, a large part of research and analysis on organizational culture has concentrated on organizational change. As organizations accept the support of organizational culture in HR policies development, management’s ability to affect the cultural change is limited. Moreover, many cases of cultural change in very big organizations are extravagant and receive a lot of attention, but are frequently challenging. A cultural change is not that management attempts to compel new behaviors, but it is a change of the ideas, values and significance of large groups of people. Going forward, one major aspect of cultural change concerns whether this is a matter of basically involving the degree of values and beliefs or if it also, and perhaps merely, involves more substantive issues (Alvesson & Sveningsson, 2008).
Additionally, one of the studies presented the correlation between success and failure on the basis of organizational cultural change. In this matter, success seemed to be more likely when the sponsors had been alleged to be mid-level rather than seniors. Alternatively, failure was more likely with unsuccessful leadership and conflicts with already existing organizational culture. It illustrated that cultural changes were accepted but organizations were not that much capable to influence them (Smith, 2003).
Moreover, changing organizational culture showed a unique and appropriate addition to the prose on organizational change. Arguably, the concept of organizational culture is important for understanding deeper meaning and theories in organizations, which lie behind and guide behavior. Changes were restricted as there was lack of consistency and expressiveness in cultural change work. Problem of coordination and prioritization also made the organizational changes restricted (Silvester & Anderson, 1999).
For conclusion, an insight can be provided based on overall study of this essay. It talked about importance of organizational culture in implementation of policies and practices. Besides, role of human capital was also observed linking culture and HRM practices. Evidences based on Singapore’s firms explored the effectiveness of HRM policies and organization’s culture on firms. In overall context, changes limitations were observed while acknowledging the big idea and supportive organization’s culture in successful implementation of HR policies. The limitations were due to symbolism, emotionality, expressiveness and the changes efforts were decoupled by the management. Complex circumstances of HR policies and significance of HR policies reduced the capability of management influencing cultural change and made it restricted.
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