Relevant bibliographies by topics / Human resource management; Organisational culture

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Human resource management; Organisational culture'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Human resource management; Organisational culture"

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Shafaei, Azadeh, Mehran Nejati, and Yusmani Mohd Yusoff. "Green human resource management." International Journal of Manpower 41, no. 7 (2020): 1041–60. http://dx.doi.org/10.1108/ijm-08-2019-0406.

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PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.
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Katou, Anastasia. "Innovation and Human Resource Management: the Greek Experience." Organizacija 41, no. 3 (2008): 81–90. http://dx.doi.org/10.2478/v10051-008-0009-3.

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Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of innovation on organisational performance is positive and mediated through HRM policies and HRM outcomes, and moderated by organisational context (management style, organisational culture).
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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.

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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express. Practical implications Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges. Originality/value Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.
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Coates, G. "Organisation Man - Women and Organisational Culture." Sociological Research Online 2, no. 3 (1997): 15–38. http://dx.doi.org/10.5153/sro.88.

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Four decades ago, Whyte (1956), described how a new human expression had become universally evident. This was the notion of the ‘Organisation Man’, an early corporate culture characterised by the middle ranks of managers in large organisations, who were subject to a ‘social ethic’. Under the original conception gender was not an issue. However, in a contemporary view of human resource management (HRM) and corporate culture, it has become crucial to understanding both notions of competitive advantage, and the thesis and influence of commitment in the literature and the workplace. This article deals with some issues of women and the organisation man/corporate culture thesis. Unlike many studies (e.g. Fletcher et al, 1993), there is a need to make a distinction between women and men concerning their perceptions and roles. A need to clarify the changes that have taken place in relation to the corporate culture thesis. The analysis in this paper is based on initial research material. It deals with the above issues in relation to gender in contemporary society, asking as it does, if the notion of corporate culture has changed to one where both men and women are implicated in the project at a full, emotional level.
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Mathew, Jossy. "Organisational culture and effectiveness." Employee Relations: The International Journal 41, no. 3 (2019): 538–51. http://dx.doi.org/10.1108/er-09-2017-0219.

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Purpose The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness. Design/methodology/approach The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness. Findings Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration. Practical implications There is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented. Originality/value Through an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
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Adisa, Toyin Ajibade, Emeka Smart Oruh, and Babatunde Akanji. "A critical discourse analysis of the link between professional culture and organisational culture." Employee Relations: The International Journal 42, no. 3 (2020): 698–716. http://dx.doi.org/10.1108/er-08-2019-0344.

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PurposeDespite the fundamental role of culture in an organisational setting, little is known of how organisational culture can be sometimes determined/influenced by professional culture, particularly in the global south. Using Nigeria as a research focus, this article uses critical discuss analysis to examine the link between professional and organisational culture.Design/methodology/approachThis study uses qualitative research approach to establish the significance of professional culture as a determinant of organisational culture among healthcare organisations.FindingsWe found that the medical profession in Nigeria is replete with professional duties and responsibilities, such as professional values and beliefs, professional rules and regulations, professional ethics, eagerness to fulfil the Hippocratic Oath, professional language, professional symbols, medicine codes of practice and societal expectations, all of which conflate to form medical professionals' values, beliefs, assumptions and the shared perceptions and practices upon which the medical professional culture is strongly built. This makes the medical professional culture stronger and more dominant than the healthcare organisational culture.Research limitations/implicationsThe extent to which the findings of this research can be generalised is constrained by the limited and selected sample of the research.Practical implicationsThe primacy of professional culture over organisational culture may have dysfunctional consequences for human resource management (HRM), as medical practitioners are obliged to stick to medical professional culture over human resources practices. Hence, human resources departments may struggle to cope with the behavioural issues that arise due to the dominant position taken by the medical practitioners. This is because the cultural system (professional culture), which is the configuration of beliefs, perceived values, code of ethics, practices and so forth. shared by medical doctors, subverts the operating system. Therefore, in the case of healthcare organisations, HRM should support and enhance the cultural system (the medical professional culture) by offering compatible operating strategies and practices.Originality/valueThis article provides valuable insights into the link between professional culture and organisational culture. It also enriches debates on organisational culture and professional culture. We, therefore, contend that a strong professional culture can overwhelm and eventually become an organisational culture.
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Reijenga, Femke A. "The Role of Organisational Culture in Sickness Absence." International Journal of Disability Management 1, no. 1 (2006): 97–106. http://dx.doi.org/10.1375/jdmr.1.1.97.

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AbstractIn the Dutch literature on occupational health and sickness absence many references can be found on organisational factors that influence the sickness absence. Many of those factors are related to the culture of an organisation. To classify and analyse those factors we used a well-known management model — the seven S model. After identifying the cultural aspects that might influence sickness absence, we developed a simple management tool consisting of 30 questions. The goal of the tool is to explain the organisational culture in relation to sickness absence. This explanation enables the organisation to choose interventions to change organisational aspects in order to prevent or to reduce the sickness absence in the organisation. We tested the tool with seven human resource (HR) managers in the governmental sector. They completed the checklist and the results were discussed with them in a face-to-face interview. To date, the checklist appears to be helpful in analysing the organisational culture in relation to sickness absence, but it still needs to be tested with a larger population.
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Colaco, Beverly, and Natasha M. Loi. "Investigating the relationship between perception of an organisation’s ethical culture and worker motivation." International Journal of Organizational Analysis 27, no. 5 (2019): 1392–408. http://dx.doi.org/10.1108/ijoa-08-2018-1511.

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Purpose This study aims to examine whether an individual’s perception of the ethical culture of their organisation could be used to predict their work motivation. Design/methodology/approach Using the corporate ethical virtues model as a foundation, the role of distributive justice was explored through the development of a composite measure for assessing ethical organisational culture. The resulting six-factor solution was then used. Australian employees (N = 330; Mage = 38.40) completed an online survey examining perceptions of ethical culture, distributive justice and work motivation. Findings Results indicated that higher work motivation was associated with a higher perception of an organisation’s ethical culture. Additionally, the six dimensions of ethical culture accounted for significant variance in worker motivation, with factors relating to congruency of peers, clarity and feasibility being the best predictors. Originality/value This study provides useful cues for future research and interventions enabling organisations to take a more targeted approach to influence their ethical culture and, consequently, an individual’s motivation to work.
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Arthur-Mensah, Nana. "Bridging the industry–education skills gap for human resource development." Industrial and Commercial Training 52, no. 2 (2020): 93–103. http://dx.doi.org/10.1108/ict-11-2019-0105.

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Purpose The purpose of this study is to describe one advanced manufacturing company’s efforts to build a channel of skilled workforce by developing an apprenticeship programme with high schools. Design/methodology/approach Using a qualitative case study approach, the authors interviewed the members of the organisation to gain insights into opportunities and challenges they faced in addressing their skills needs. Findings The analysis showed that the collaboration and commitment of stakeholders were essential to the success of the programme. Furthermore, flexibility in employer’s expectations to allow for career progression was critical to motivating students to continue in the programme. A positive impact of the programme on overall employee morale and organisational culture was revealed. Research limitations/implications Although the findings may be relevant to other similar organisations, they may have limitations in their applicability to other contexts. Practical implications The study holds promise for the field of human resource development, as practitioners and scholars can benefit from the renewed interest in youth apprenticeship to identify how their activities within and outside of the organisation can build and retain the human capacity needed for organisational performance and competitiveness. Originality/value Employer–education partnerships have been touted as a solution to the skills gaps in industries. However, there is very little literature on employer-initiated apprenticeships focused on youth in the USA. Industry–education apprenticeship programmes offers employers an opportunity to address the skills problem in ways that meet their need.
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Adisa, Toyin Ajibade, Chima Mordi, and Ellis L. C. Osabutey. "Exploring the implications of the influence of organisational culture on work-life balance practices." Personnel Review 46, no. 3 (2017): 454–73. http://dx.doi.org/10.1108/pr-05-2015-0138.

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Purpose Whilst significant evidence of western work-life balance (WLB) challenges exists, studies that explore Sub-Saharan Africa (SSA) are scarce. The purpose of this paper is to explore how organisational culture in Nigerian medical organisations influences doctors’ WLB and examine the implications of supportive and unsupportive cultures on doctors’ WLB. Design/methodology/approach The paper uses qualitative data gleaned from semi-structured interviews of 60 medical doctors across the six geo-political zones of Nigeria in order to elicit WLB challenges within the context of organisational culture. Findings The findings show that organisational culture strongly influences employees’ abilities to use WLB policies. Unsupportive culture resulting from a lack of support from managers, supervisors, and colleagues together with long working hours influenced by shift work patterns, a required physical presence in the workplace, and organisational time expectations exacerbate the challenges that Nigerian medical doctors face in coping with work demands and non-work-related responsibilities. The findings emphasise how ICT and institutions also influence WLB. Originality/value The paper addresses the underresearched SSA context of WLB and emphasises how human resource management policies and practices are influenced by the complex interaction of organisational, cultural, and institutional settings.
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Dissertations / Theses on the topic "Human resource management; Organisational culture"

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Beech, Peter Nicholas Hugh. "A critical assessment of high commitment management." Thesis, Open University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.286922.

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Bell, Emma. "A cultural analysis of payment-systems-in-use in three chemical companies." Thesis, Manchester Metropolitan University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.297373.

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Mey, Michelle Ruth. "The development of a human resource model that supports the establishment of an ethical organisational culture." Thesis, Port Elizabeth Technikon, 2004. http://hdl.handle.net/10948/218.

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Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
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Masinovic, Dinka. "Recruitment process outsourcing and organisational culture, connecting the dots." Thesis, Högskolan Kristianstad, Sektionen för Hälsa och Samhälle, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-7331.

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Outsourcing has been around for over twenty years and is still growing, while outsourcing of recruitment is a relatively new phenomenon. Organisations outsource primarily because of the cost benefit and time saving, since there are also several reasons to outsource, there are also several types of outsourcing. Business process outsourcing is when an organisation outsources a whole business process such as Human Resources, which Recruitment Process Outsourcing is a part of. Recruitment Process Outsourcing is a process used to increase organisation‟s efficiency through managerial time saving, moving the recruitment process to external recruiting agencies providing trust and the proper competitive expertise needed. The purpose of this study is to see how organisational culture is affected by Recruitment Process Outsourcing. This study examined how RPO affects organisational culture, more precisely three factors were examined, motivation, performance orientation and effective orientation. Five international banks in Sweden were investigated and the results showed that motivation was not affected at all by RPO, effective orientation was affected by the most of the companies studied and the performance orientation was affected by circum one third of the companies by RPO. Human Resource study field has a lack of research in RPO and this study is a contribution to that field, regarding the outsourcing of recruitment in the Swedish bank industry.
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Corner, Helen. "An exploration into transfer of knowledge acquired from taught MSc Human Resource Management (HRM) programmes into workplace Human Resource (HR) Departments and wider dissemination across intra-organisational boundaries." Thesis, University of Derby, 2018. http://hdl.handle.net/10545/622720.

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The purpose of this thesis was to explore how knowledge gained during taught Masters in Human Resource Management (MSc HRM) programmes was transferred into working organisations, whether knowledge gained from academic study could be transferred if individuals were motivated to transfer and if organisations had a culture that was receptive to transfer. The term knowledge transfer was defined as sharing of information between one individual and another individual or group. This study looked at the perceived value of Human Resource (HR) knowledge within organisational contexts, with a focus on how knowledge flowed and what facilitated or blocked that flow. A ‘two-tailed’ case study approach was taken using a social construction methodology and was applied across three University Centres, utilising students studying on MSc HRM programmes and their respective work organisations, plus Operational Managers within the same geographical boundaries. Data was gathered using qualitative methods and analysed thematically. A key finding of this study was that knowledge gained from MSc HRM programmes is valued within organisational contexts. HR professionals effectively transferred knowledge into their organisational functions and amongst workplace communities and via wider networks, in a homogenous manner. However, the study also found that transfer of knowledge across work boundaries, via heterogeneous workplace communities, was less effective. Individual willingness to transfer knowledge was found, but issues linked to organisational culture such as politics, power and structure was found to influence the extent of knowledge transfer activities. It was evident that in order for knowledge transfer to be effective an organisational culture based on mutual support and understanding was required. If an organisation had a culture focused on Key Performance Indicators (KPI) that reinforce knowledge transfer across team boundaries then heterogeneous workplace communities emerged. Organisations that deliberately focused on knowledge transfer evidenced a greater ability to transfer knowledge across organisational functions; this strategy was beneficial to organisational growth. This study concluded that building on workplace communities and managing a deliberate introduction of heterogeneous workplace communities enabled MSc HRM acquired-knowledge to be transferred cross organisationally. Although this study focused on the transfer of knowledge from MSc HRM programmes the concept behind using workplace communities to transfer and build knowledge could potentially be transferable to other disciplines. Two further areas of research were identified: firstly, action research within University Centres to ascertain the benefit of cross-discipline teaching, secondly, analysis of an organisation with a heterogeneous community design.
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Alnuaimi, Asma. "Happiness at work in the UAE : the role of leadership style and human resource management." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/happiness-at-work-in-the-uaethe-role-of-leadership-style-and-human-resource-management(0c69e769-c454-4261-9c4e-b622d357f2d2).html.

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There is a wealth of literature on job satisfaction from both Western and Eastern experiences and perspectives, but the literature is limited when it comes to happiness at work, especially in the Arab region. This study is an attempt to encourage research studies in the field of happiness at work in the Middle East and specifically in the United Arab Emirates, the context of the present research, to influence planning in government organisations in implementing a strategy for long-term impacts on happiness levels. This research uses a mixed methods approach of both questionnaires and interviews to collect data. The analysis is conducted by using quantitative and qualitative tools to recognise the gaps and the factors that influence happiness at work and suggests recommendations in order to raise happiness across organisations over the long run. The findings of this study emphasise the necessity of correlating HRM practices, rules and systems with strategic planning that focuses on employee happiness as the greatest purpose of an organisation. The findings emphasise the power of three factors related to employees' feelings towards work which are: Leadership style, organisational culture and organisation structure and how reflecting them in an organisation will positively influence satisfaction and build a strong, positive and happy workplace. This research also discusses one of the controversial inquiries found in the literature about the relationship between job satisfaction and happiness. A conceptual framework is suggested to illustrate the connection between job satisfaction and happiness from a new perspective and clarify how these two concepts positively interact. It clarifies that organisations that indicate a high-level of happiness at work usually indicate a high-level of job satisfaction, and when an organisation achieves a high-level of job satisfaction, it can be deduced that people in the organisation are happy, even where happiness per se is not measured. The findings also show that the role of religion in raising happiness in general is clearer than its role in raising happiness at work and that employees from the sample group, who emphasise the importance of practicing religious rituals, still indicate low feelings towards work regardless of all the facilities that are provided to them to practice their religion.
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Floeter-, van Wijk Sonja W. "The gender balanced scorecard : a management tool to achieve gender mainstreaming in organisational culture /." Frankfurt am Main [u.a.] : Lang, 2007. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=016067994&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Carew, Oriel Rose Estelle. "Company size, organisational culture and human resource management in small to medium sized professional services firms: a case study." reponame:Repositório Institucional do FGV, 2012. http://hdl.handle.net/10438/9291.

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Cultura organizacional e gestão de recursos humanos (GRH) são componentes fundamentais para a estratégia corporativa raramente estudada no contexto das pequenas e médias empresas (PME) no setor de serviços profissionais, um ambiente no qual o capital humano das empresas companhias é particularmente importante. Um estudo de caso de uma empresa de gestão de investimentos inglesa foi realizado. A PME quase triplicou o seu quadro de funcionários, de menos de 50 a mais de 140, nos últimos seis anos. Cultura e GRH foram pesquisadas tanto historicamente quanto no momento atual por meio de uma combinação de entrevistas individuais, observação direta durante as visitas ao local e análise documental. Foi verificado que a G RH (junto com um número de outras estruturas e processos internos) tornou-se mais formal, apesar do fato de que a empresa começou com políticas de RH relativamente desenvolvidas, em comparação com outras pequenas empresas. Uma possível explicação para esta estruturação das práticas de RH é que empresas do setor de serviços profissionais tendem a dar uma importância especial à qualidade da sua força de trabalho. Esta relativa estabilidade cultural pode ser explicada pelo fato da cultura ser forte e é mantida tanto inconscientemente quanto conscientemente, por meio de mecanismos como o planejamento de pessoal, recrutamento e remuneração. As conclusões, por conseguinte, demonstram que as atitudes e percepções nem sempre mudam tão rápido quanto sistemas organizacionais, e que a relação entre cultura e gestão de recursos humanos pode ser complexa; a formalização da GRH pode reforçar a mudança cultural em certos aspectos, ao mesmo tempo abrandá-lo em outros.
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Abu, Keir Mohammed Youssif. "Staff perceptions of how human resource management practices influence organisational performance : mediating roles of organisational culture, employees' commitment and employee retention in Bahrain private universities." Thesis, Cardiff Metropolitan University, 2016. http://hdl.handle.net/10369/8003.

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Recently in Bahraini private universities there has been an increased focus on the importance of HR practices. This research examined the link between HR practices and staff perceptions of organisational performance. The research explored staff perceptions of the link directly and also examined the effect of mediating variables – organisational culture, employee commitment and employee retention. The researcher developed a model, based on an extensive review of the literature and using the resource-based view and contingency theory. Within the model a set of HRM practices and mediators including organisational culture were suggested as determinants of organisational performance. A set of research hypotheses concerning the links between variables were formulated. Data was gathered using a set of questionnaires to measure staff perceptions. The questionnaires were designed to take cultural considerations into account and the survey was conducted ethically and objectively. The questionnaire survey was targeted at 300 academic and administrative staff employed by five Bahraini private universities. Stratified sampling was used and two hundred and eighty usable responses were received. The results were analysed to determine the relationship between variables in the model using PLS (Partial Least Squares). SPSS (Statistical Package for Social Sciences) was used for statistical analysis of the responses to the questionnaire which gave further insights into the use of specific HR practices. The research findings indicated that there was a direct relationship between HR practices and staff perceptions of organisational performance and this was also mediated by organisational culture, employee retention and employee commitment. This study contributes to the body of knowledge of HRM by providing new insights into the interplay between adoption of SHRM practices and organisational performance of private universities in a developing country. This contributes to the literature on the effects of HRM on organisational performance, which are currently drawn mainly from a Western context.
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Cloete, Annemarie. "Living organisational values in a multi-cultural environment : a South African case study." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/33421.

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Organisational values consist of enduring and indispensable tenets which underpin organisational culture and form the foundation for an organisation’s purpose and goals. It should represent a unique set of collectively shared values, which silently gives direction to the multitude of decisions to be made on a daily basis within the organisational domain. Unfortunately, companies seem to place an overt focus on articulating and promulgating their values as opposed to embedding it in the hearts and minds of their employees, who ultimately have to live the values. The challenge therefore still remains for organisations to not only articulate their values, but rather focus on inculcating and, in actuality, living these values, thereby making them a business ‘weapon’ - a powerful source to be reckoned with. The question arises: Are they getting it right?
Mini Dissertation (MCom)--University of Pretoria, 2013.
ai2014
Human Resource Management
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Books on the topic "Human resource management; Organisational culture"

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Brown, Andrew D. A human resource approach to the management of organisational culture. Manchester Business School, 1990.

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Rita M. Campos e Cunha. The impact of privatisation on organisational culture, human resource management and individual employees. UMIST, 1997.

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International perspectives on organizational behavior and human resource management. 2nd ed. M.E. Sharpe, 2009.

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Gilley, Jerry W. Beyond the learning organization: Creating a culture of continuous growth and development through state-of-the-art human resource practices. Perseus Books, 2000.

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Jakupec, Viktor. Flexible Learning, Human Resource and Organisational Development. Taylor & Francis Inc, 1999.

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Srivastava, Girish K., and Rakesh Hooja. Managing change: Organisational behaviour and human resource development. HCM Rajasthan State Institute of Public Administration, 2008.

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Hersey, Paul. Management of organizationalbehavior: Utilizing human resources. 6th ed. Prentice Hall, 1993.

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Hersey, Paul. Management of organizational behavior: Utilizing human resources. 5th ed. Prentice-Hall, 1988.

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H, Blanchard Kenneth, ed. Management of organizational behavior: Utilizing human resources. 6th ed. Prentice Hall, 1993.

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H, Blanchard Kenneth, and Johnson Dewey E, eds. Management of organizational behavior: Utilizing human resources. 7th ed. Prentice Hall, 1996.

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Book chapters on the topic "Human resource management; Organisational culture"

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Culture and Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-6.

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Klikauer, Thomas. "Morality 3: Organisational Culture and Workplace Training." In Seven Moralities of Human Resource Management. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137455789_5.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-3.

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Antonacopoulou, Elena. "Bankco: Managerial and Organisational Learning." In Human Resource Management in Context. Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-349-91364-0_8.

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Bratton, John, and Jeff Gold. "Organizational Culture and HRM." In Human Resource Management. Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_5.

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Bratton, John, and Jeff Gold. "Organizational Culture and HRM." In Human Resource Management. Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-58668-1_15.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Models of Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-4.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Leadership and Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-7.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Human Resources and Organisational Change." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-8.

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Newell, Helen, and Caroline Lloyd. "Pharmaco: Organisational Restructuring and Job Insecurity." In Human Resource Management in Context. Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-349-91364-0_9.

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Conference papers on the topic "Human resource management; Organisational culture"

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James, B. "New Methodologies for Human Factors in Process Safety." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169907-ms.

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Abstract Process Safety has been a major focus for the Oil and Gas and Petrochemical industries since the Flixborough disaster of 1974. Through the efforts of leaders in Safety there have been a number of key methodologies that has assisted Process Safety professionals in identifying “what went wrong” and how do we learn from disasters to prevent similar incidents from occurring again. Industry professional Dr. Trevor Kletz has gone as far as saying “Organisations have no Memory” Kletz (1993). However, over the last few decades, the industry seems to be making the same mistakes every few years. Research, insight and well-structured root cause analysis has highlighted that Human Factors and Organisational Culture is an area that must be considered in understanding Process Safety related incidents. Organisations such as the Centre for Chemical and Process Safety has included Human Factors as one of the elements in the Management System for Process Safety. System thinking and system dynamics has been identified a way of thinking about and analysing Process Safety related incidents to understand the Human Factor and its role in process related incidents.
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Weihong, Yang, and Gao Junhong. "Research on culture clashes and human resource crises." In 2013 International Conference of Information Science and Management Engineering. WIT Press, 2013. http://dx.doi.org/10.2495/isme133313.

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Haque, Dr Mohd Israrul, Dr A. K. Singh, and Arvind Arvind. "Impact of Organisational Learning on Transfer of Training." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd56.

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J. Rossberger, Robert, and Diana E. Krause. "When it Comes to Innovation, Culture Matters! Empirical Evidence on the Relationship between National Culture and Innovate Outcomes." In Annual International Conference on Human Resource Management and Professional Development. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.04.

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RAUPELIENĖ, Asta, and Renata LUKĖ. "FACTORS AFFECTING HUMAN CAPITAL FORMATION IN LOGISTICS ENTERPRISES." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.117.

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Due to ongoing structural changes and socio-economic transition from the production economy to the knowledge economy, human capital plays a vital role in developing and creating new ideas and knowledge. Logistics industry is the fastest growing economic activity in Lithuania. The development of human capital becomes important in securing competitive advantage and improving performance for Lithuanian logistics enterprises. Logistics enterprises themselves try to find solutions how to create, develop and share the knowledge amongst its employees and how strategically develop and manage own human capital. The aim of the research is to examine the contemporary academic perspectives on measuring human capital and the factors affecting its value. In order to provide theoretical and practical basis of the factors affecting human capital formation in logistics enterprises, a study of the correlation between internal and external factors was conducted. Based on the investigation of 30 respondents from Lithuanian logistics enterprises, the correlation between 20 factors affecting human capital value was analysed via a path and correlation analysis. The results of correlation analysis showed that there was a significant negative correlation between the factors of the external environment “Demographic” (such as migration, structure of population and others) and the factor from the environment of the individual “Family” content; the correlation coefficient was -0.671. And it was positively correlated with the factor from the environment of the organisation “Culture” and “Value of organisation” (+0,695). Taking these results into consideration, the focus should be drawn on transforming the function of human resources management as well as providing a facilitative environment for developing the necessary skills in the professional and technical field.
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Bethere, Sanita, and Lasma Licite-Kurbe. "Challenges in human resource management in the culture industry in Latvia." In Research for Rural Development 2020. Latvia University of Life Sciences and Technologies, 2020. http://dx.doi.org/10.22616/rrd.26.2020.027.

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The culture industry and its human resources have been little researched in Latvia, yet research on the culture industry is important, because the industry makes a significant contribution to economic growth by promoting employment and the development of competitive regions. The culture industry encompasses libraries, folk art, theatre, music, museums, the creative industry and other sub-industries, yet in recent years those working in all the culture subindustries faced various challenges, including: a low remuneration and insufficient monetary and non-monetary bonuses, resulting in lower job satisfaction and a high personnel turnover. Accordingly, the aim of the research is to develop recommendations for hiring and retaining human resources by examining challenges in managing human resources in the culture industry. The authors conducted a survey among the personnel of the Board of Culture of Jelgava municipality. The survey found that the main challenges faced by the administration of the Board of Culture were an uncompetitive remuneration, the aging of the personnel and generational change as well as inefficient and insufficient motivation for working. The research has developed two scenarios for recruiting: ‘promotion of creativity and non-monetary motivation’ that aim to publicly appreciate human resources, so that they would feel important and significant as well as facilitate creativity, innovation and collective solidarity, while for the purpose of retaining human resources in a long-term and decreasing their turnover, the second scenario ‘competitive remuneration and the differentiation by position category’ aims to gradually raise the remuneration and differentiate it for all categories of personnel.
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Bao Jun Xing and Meng Huang. "Talking about how to shape enterprise culture from the human resource management." In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5690930.

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Jibin, Ma, Liu Zhenping, and Zhou Yizhe. "Study on human resource management practice from the perspective of enterprises culture." In 2010 2nd IEEE International Conference on Information Management and Engineering. IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5477913.

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Darwish, Tamer, Satwinder Singh, and Abdul Fattaah Mohamed. "Some Theoretical and Empirical Insights on Strategic HRM Practices and Organisational Performance An Extended Abstract." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2011. http://dx.doi.org/10.5176/2251-2349_hrmpd18.

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Hadjri, Muhammad Ichsan, Badia Perizade, Zunaidah, and Wita Farla. "Green Human Resource Management, Green Organizational Culture, and Environmental Performance: An Empirical Study." In Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icoi-19.2019.25.

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