HUMAN RESOURCE MANAGEMENT

The Relationship between organizational strategy, organizational culture and Human Resource Management (HRM)

The Relationship between organizational strategy, organizational culture and Human Resource Management (HRM)

Introduction

Many studies are reviewed from a different perspective of human resource management background and They made a number of important elements, including internal aspects (such as technology, scale, structure and strategy) and external aspects (such as trade unions, the labor market, national culture) must be under taken in order to get a superior indulgent and knowledge of human resource management. They additionally pointed out that the organizational culture and human resource management is not an organization apart. In addition, Huselid & Schuler (1997) emphasized that culture plays an important role in organizational strategy and the linkages between human resource management.

Discussion

As organizational culture is a valuable resource, it has a key role to play in human resources and firm performance linkages (Norton, 2009). Recently, Becker & Huselid (2007) that the power of organizational culture is a human resources management system and business performance among the major media. They believe that a strong cultural influence how individuals to share what kind of behavior is a common interpretation of the expectations and rewards, so this situation is to create greater organizational effectiveness. This is essentially a strong culture of shared organizational values are similar. Frangos (2002) pointed out that human resources strategy to create a positive corporate culture, innovation and creativity, rather than a business strategy is only applicable to the implementation of the necessary. Organizational innovation in the development) model of wisdom and culture of innovation is a key link between innovations (Freedman, 2003).

Becker & Huselid (2007) further proposed the need to establish a technology-oriented culture, to create technology-intensive industries a competitive advantage. The results found that only a common culture, innovative companies is the possibility of new product development competitiveness. This culture of innovation involves risk, worker participation, creativity, and shared responsibility. A human resources system that can facilitate this type of culture must have for continuous learning, teamwork, work a considerable degree of autonomy, and the tendency of the tendency of technological innovation. In support of this argument, Norton (2009)found that a corporate strategy, emphasizing the need for a strong culture of innovation, rewards achievement, focused on short-term performance, provide extensive training, and stressed the contractual relationship and team spirit. Similarly, Frangos (2002) found that human resources systems, strategy, culture, must be better adapted to increase the performance of some Asian companies. All in all, some type of cultural change is needed in the organization's role in enabling innovation and entrepreneurship behavior can be encouraged. This requires changes in organizational systems to support innovation and culture (Freedman, 2003).

Development of core values and business strategies to connect their human resource professionals is the main task (Galford, 2008). Ulrich (2008) reported that the cultural values of innovation and uncompromising pursuit of quality and efficiency. Becker & Huselid (2007) suggested that the common view of cultural change involved, and members of the organization by the interpretation of ...