Human
Resources Management (HRM) plays a vital role, as they are the initial access
points in an organization. They are responsible in making sure that employees
with less diverse or at closely aligning cultures get through. This paves way
for a symbiotic relationship between HRM and work culture.
This
symbiosis can be defined in three variables: management time, management
constraints and market characteristics. In other words, some organizations pay
more attention on the selection, recruitment and training, some of them are
involved with increasing customer service by directly proportional methods of
maximizing employee performance. Employers decide on the culture that suits
their processes in a wider aspect, to suit and influence a wider crowd. This
culture revolves mainly around experiences, beliefs, values and assumptions
that are pre-set through socializing and learning. It is acquired from a
cluster of individuals in the “same room”.
When
HRM practices do not conform to individuals, they may feel uncommitted,
unsatisfied or uncomfortable. This will eventually lead to the employee’s low
performance. Furthermore, since HRM is dedicated in recognizing talent that
best suits their corporate culture, this is often the best way to differentiate
itself from internal competitors (Janićijević, 2021).
As individuals, personal development is something that we strive for, when working in an organization. Confidence and self-esteem cater to the outcome of an employee. An employee who retains cleanliness and beauty will suit in a culture where beauty and cleanliness is prioritized, and vise versa if the employee does not match the societal culture of the workplace.
References
Janićijević,
N., 2021. The Impact of Culture on Human Resource Management. [online]
ResearchGate. Available at: https://www.researchgate.net/publication/350551645_The_Impact_of_Culture_on_Human_Resource_Management [Accessed 28 Jul. 2025].
This is a thoughtful and well-explained analysis of how HRM styles influence organizational culture. You've clearly shown the interdependency between HR practices and workplace values, making it easy to understand how soft or hard HRM can shape employee behavior and engagement. To make it even stronger, you might suggest that organizations conduct regular cultural audits or employee feedback sessions to ensure that their HRM approach remains aligned with their evolving cultural values. This ensures not only performance alignment but also psychological comfort and inclusivity for diverse employees. Great insight overall!
ReplyDeleteHello reader! Yes. Psychology although not being used often needs to be compulsory in the future! I hope our HRs change their perspective and prioritize psychology as well.
DeleteThis article highlights the strong link between HRM approaches and organizational culture. It effectively explains how mismatched practices can harm employee commitment. However, it could expand by discussing how soft HRM fosters inclusive, adaptive cultures compared to hard HRM’s control-oriented environments (Gill, 1999). Additionally, integrating Hofstede’s cultural dimensions theory would strengthen the analysis of how diverse values influence HRM strategies and cultural alignment within organizations (Hofstede, 2011).
ReplyDeleteDilanka! Thank you for your informative evaluation. I will research and add them up on my upcoming blog! Will keep you posted!
DeleteHRM actively shapes the culture and you well explained it. As per Janićijević (2021), poor performance can be occured by mismatches between HR teams practices and individual values.
ReplyDeleteYes Himasha! The main fault in our HRs is the poor identification!
DeleteThis was a concise and insightful read. I also liked the fact that you have emphasised the interdependence between the HRM practices and organisational culture, especially the role they play in employee satisfaction and performance (Janićijević, 2021). This is a great work linking the theory and real dynamics.
ReplyDeleteHello! Yes, I appreciate the response!
Delete