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Organizational Culture and HRD
Abstract
The Roots The Landscape The Future
... As Illouz (2008, p. 74) notes, leadership and management "based on authority and even force were criticised and rejected and were recast as emotional and psychological entities, thus enabling a (seeming) harmony between the organisation and the individual". HRD became a vehicle for developing employees' potential by aligning their self-identity with the organisation's culture (Plakhotnik, 2014). ...
... As Illouz (2008, p. 74) notes, leadership and management "based on authority and even force were criticised and rejected and were recast as emotional and psychological entities, thus enabling a (seeming) harmony between the organisation and the individual". HRD became a vehicle for developing employees' potential by aligning their self-identity with the organisation's culture (Plakhotnik, 2014). ...
... Uma outra abordagem da cultura organizacional é a proposta por Frost (1991), em que três grandes perspectivas dominaram a pesquisa em cultura organizacional: integração, diferenciação e fragmentação. ...
Este artigo apresenta e discute conceitos e abordagens que contribuem para a compreensão de aspectos e traços relacionados à cultura organizacional de organizações públicas no Brasil. Inicialmente, são tratados os conceitos e diferentes abordagens de cultura e cultura organizacional, especificamente de Fleury, Frost, Schein e Hofstede. A seguir, o artigo aborda a cultura de organizações públicas, apresentando um pequeno histórico das organizações públicas no Brasil, bem como seus conceitos e características, entre as quais se destacam a burocracia, o autoritarismo centralizado, o paternalismo, a descontinuidade e a ingerência política. Essas características interferem no modo como os trabalhadores atuam nessas organizações, observando-se o apego às regras e rotinas, a supervalorização da hierarquia, o paternalismo nas relações e o apego ao poder. Isso é importante na definição dos processos internos, na relação com inovações e mudança, na formação dos valores e crenças organizacionais e nas políticas de recursos humanos. Na conclusão, o artigo salienta os aspectos fundamentais a serem considerados ao se lidar com a cultura de organizações públicas no Brasil.
The purpose of this study was to compere factors work-life balance on student work and not at some college in Bandung. The topic of work-life balance is becoming increasingly important, especially in developing countries, including one of which is Indonesia. This research was carried out by conducting a survey of students at several universities in Bandung. Analysis factors was performed using SPSS 22. This research obtains empirical findings that Family Work confict (FWC) is forming the greatest the work life balance both student work and not, as well as the work that is equal to 0.883, and 0.914. Shaping the majority is on the student group is not working "Work Family Conflict" (WFC) became the second factor shaping work life balance that is equal to 0.881. While the group of student work "Work Life Conflict" (WLC), becoming the second largest factor in shaping the work life balance of 0,906.
This article presents the findings of a study that examined how an elementary school faculty made sense of the succession of its principal. The findings suggest that teachers' sense-making was affected by two sets of factors previously identified by research in noneducational settings: a group norm and characteristics of the succession process. The findings also suggest that a general expectation of change and presuccession sense-making affected the manner in which teachers interpreted succession events. The findings of this study suggest several questions to guide future research.
Schein's (1985) model of organizational culture as assumptions, values, and artifacts leaves gaps regarding the appreciation of organizational culture as symbols and processes. This article examines these gaps and suggests a new model that combines Schein's theory with ideas drawn from symbolic-interpretive perspectives. The new model, called cultural dynamics, articulates the processes of manifestation, realization, symbolization, and interpretation and provides a framework within which to discuss the dynamism of organizational cultures. Implications of the cultural dynamics model for collecting and analyzing culture data and for future theoretical development are presented.
This paper is a brief but critical survey of some theories of organizational culture. It outlines the theories of culture borrowed from anthropology by social scientists interested in 'complex organizations', and locates these theories in an historical debate regarding their 'proper' use. The paper argues the need for a conceptual distinction between culture and social structure, and asserts that the culture of organizational life cannot be analyzed in terms of a universal unitary concept. The argument concludes by suggesting 'conceptual tools' for interpreting culture — symbol, ideational systems, myth and ritual — and how they might be used in analysis.
The purpose of this structured literature review was to find out how organizational culture has been studied within the Academy of Human Resource Development. We reviewed articles published in the Academy Proceedings from 1994 to 2009 to examine how authors defined organizational culture, what research purposes led their studies, what implications for practice were suggested, and how the research has evolved in the 16-year span.
This article investigates the impact of perceived organizational learning culture and leader–member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive fashion. Employee turnover intention was fully mediated by organizational commitment. Overall, 43% of the variance in organizational commitment was explained by organizational learning culture and LMX quality. About 40% of the variance in turnover intention was explained by organizational commitment. Thus, perceived organizational learning culture and LMX quality (antecedents) impacted on organizational commitment, which in turn contributed negatively to employee turnover intention (consequence).
Over the years, there has been considerable interest in the foundational areas of human resource development (HRD). Swanson (1995, 1999) has argued for a restricted number of foundational areas (economics, psychology, systems), whereas McLean (1998, 1999) has argued for a greatly extended set of foundational areas, including anthropology. Yet, searches of databases for “anthropology” and “HRD,” combined, yielded only two articles, neither of which was of much use in writing this chapter. All other results of the searches, including my articles, simply listed anthropology as one of many possible additional foundation areas to those offered by Swanson.
Organizations spend as much as US$200 billion annually on training and development; however, much of this investment appears squandered on ill-conceived or poorly implemented interventions. Scholars have pondered the causes of failed training for decades, focusing on issues such as methods, program design, and trainee characteristics. Recent interest in the role of organizational context rarely extends to organizational culture. The purpose of this article is to explore the relationship between training failure and the manifestations of various levels of culture.
The problem and the solution. Virtual human resource development (VHRD) is just beginning to be defined in the field of human resource development. This article explores how knowledge management, organizational culture, and intranets combine to create VHRD, with implications for training, career, and organizational development. A conclusion is that VHRD is not a panacea but must be designed with care and purpose.
This study examines the concept of mentoring as a career-strategy tool in Greek organizations from a protégé's point of view and the effect of mentoring on women's career advancement. In particular, we hypothesize, first, that seeking mentoring is a multidimensional concept, consisting of a number of activities and behaviours interconnected in a career strategy scheme; second, that mentoring has a positive effect on career advancement; third, that organizational culture has a moderating effect in the relationship between mentoring and career advancement. The research was carried out in a sample of 297 women employed in Greek organizations. A series of factor and regression analyses were performed. The findings support our hypotheses and indicate the necessity for women to assume proactive behaviours in developing mentoring relationships in order to advance their careers; they also stress the role of the organization in creating a relationship-oriented organizational culture in order to facilitate women's mentorship.
The purpose of this article is to define the concept of organizational culture in terms of a dynamic model of how culture is learned, passed on, and changed. The definition highlights that culture: is always in the process of formation and change; tends to cover all aspects of human functioning; is learned around the major issues of external adaptation and internal integration; and is ultimately embodied as an interrelated, patterned set of basic assumptions that deal with ultimate issues, such as the nature of humanity, human relationships, time, space, and the nature of reality and truth itself. To decipher a given organization's culture, one must use a complex interview, observation, and joint-inquiry approach in which selected members of the group work with the outsider to uncover the unconscious assumptions that are hypothesized to be the essence of the culture.
This paper describes and critiques organizational culture studies done in industrial settings, some of which were based on anthropological paradigms, including the structural-functional and configurationist holistic paradigms. Most failed to explore multiple "native" views. In this paper, a multicultural model is proposed for large organizations, and problems of "cross-cultural" contact are described. Native-view paradigms from anthropology, especially ethnoscience ethnography, are recommended for exploring multiple perspectives in detail. An illustration from a recent study of "Silicon Valley" technical professionals' "native" views is presented to demonstrate how ethnoscience methods, in particular, can be applied to the task of studying culture.
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This paper examines the significance of the concept of culture for organizational analysis. The intersection of culture theory and organization theory is evident in five current research themes: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and organization. Researchers pursue these themes for different purposes and their work is based on different assumptions about the nature of culture and organization. The task of evaluating the power and limitations of the concept of culture must be conducted within this assumptive context. This review demonstrates that the concept of culture takes organization analysis in several different and promising directions.
The "Greatest Business Book of All Time" (Bloomsbury UK), In Search of Excellence has long been a must-have for the boardroom, business school, and bedside table. Based on a study of forty-three of America's best-run companies from a diverse array of business sectors, In Search of Excellence describes eight basic principles of management -- action-stimulating, people-oriented, profit-maximizing practices -- that made these organizations successful. Joining the HarperBusiness Essentials series, this phenomenal bestseller features a new Authors' Note, and reintroduces these vital principles in an accessible and practical way for today's management reader.
Organizational values have been known to partially define organizational culture and to serve as a bonding mechanism between workers. In the recent past, values served as a critical component of the organization's perspective regarding strategic direction, mission determination and visioning. With the onset of numerous shortterm focused management practices, the core organizational values that contributed to organizational purpose were segregated from the business strategic planning process. However, recently re-emerging is a move to ground strategic planning processes again in core organizational values because both strategy and values are seen as defining an organization's purpose in an integrated manner that allows for differentiation. This article outlines these developments, provides reasons for the recent re-surfacing of organizational values, and argues from both a strategic business perspective and a human resources perspective the need to reestablish a meaningful linkage between business strategy and organizational values. The strategic business planning literature is overviewed herein, but is focused toward its particular association with organizational values and the HR/HRD impacts thereon.
This paper examines the correlation between organizational culture, psychological contract and job satisfaction in the context of cooperation between employers and employees in a new social and economical environment. The empirical study is based on the analysis of the personnel survey data from thirteen St. Petersburg and Moscow companies. The typology of organizational cultures was evaluated using the Organizational Culture Assessment Instrument (OCAI) methodology by K. Cameron and R. Quinn (2003). Job satisfaction was evaluated using A. Meier's questionnaire modified for our purposes. The research shows that organizations with different types of organizational culture differ in the level of job satisfaction of employees. According to our data, market culture mainly creates the conditions for the satisfaction of self-affirmation needs; hierarchic culture, for the satisfaction of cooperation and safety needs; clan culture, for the satisfaction of respect needs; adhocratic culture, for the satisfaction of self-actualization needs.
The concept of organizational culture has received increasing attention in recent years both from academics and practitioners. This article presents the author's view of how culture should be defined and analyzed if it is to be of use in the field of organizational psychology. Other concepts are reviewed, a brief history is provided, and case materials are presented to illustrate how to analyze culture and how to think about culture change. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This posthumous volume contains a fairly complete statement of the author's functional theory of culture. Harvard Book List (edited) 1949 #459 (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The problem and the solution. Some organizations seek to become learning organizations. Yet, implementation is elusive and is not often based on research about what constitutes a learning culture. Over the past 16 years, a model of a learning organization was developed that draws on both the literature and organizational case studies. However, organizations wanted a way to diagnose their current status and guide change, and scholars wanted better measures of learning to compare organizations and to explore links between organizational learning and the performance of the firm. The solution was to develop and validate an instrument that addresses these needs.
What do rhetoric and organizations have in common? Organizations, like rhetoric, can be understood and managed as systems of values and beliefs that underlie the ways members and groups try to influence others. Organizations can be studied as rhetorical cultures, because both are guided by the symbols used to induce cooperation. This article illustrates these and other similarities between rhetoric and organization and suggests ways to identify and manage organization-cultures.
Schein's theory (1992) implies that in an organization with a “learning culture” employees must participate in decision-making activities. This study explores the proposition that there is a relationship between employee participation in decision making and organizational learning culture (OLC). Qualitative data were used to rate four organizations on the characteristics of OLC, and quantitative data on participation in decision making were collected from ninety-seven rank-and-file employees across these four organizations. Results of a regression analysis did not strongly support this proposal, indicating that there is not a significant predictive value of participation in decision making on OLC. Suggestions for future research in light of this finding are offered.
Although human resource development practitioners and researchers emphasize organizational culture as a major contributor to employee learning and development, results from this study suggest organizational subculture has greater influence on employee-related learning motivation. The relationships among organizational culture, organizational subculture, leadership style, and motivation to transfer learning are examined in this study of 354 randomly selected health care providers from a population of 1,255 employees of three of the largest health care organizations in the United States. Study findings indicate that organizational subculture was highly associated with employee motivation to transfer learning—far higher than organizational culture overall. Supportive and innovative subcultures have clear positive relationships, while bureaucratic subcultures negatively influenced motivation to transfer learning. Findings also support the differences between leadership style types and particular subculture types in relation to motivation to transfer learning. In terms of leadership style, a consideration style had a stronger relationship to motivation to transfer learning than did structuring style. Implications for HRD research and practice are explored.
The primary purpose of this research was to assess the effect of learning organization culture on the linkage between interpersonal trust and organizational commitment. The study sample was obtained from employees of two major Korean conglomerates. Online questionnaires were completed by 321 respondents. Structural equation modeling (SEM) was used to detect the effects of learning organization culture on the basis of the model fit to data comparisons and the significance of path coefficient estimates in the hypothesized model. The results suggest that learning organization culture works as a mediating variable to explain the association between interpersonal trust and organizational commitment. Recommendations for future research and implications for human resource development research and practice are discussed.
In this article, we explore the shifting career paradigm of managerial women in the United States, what it may indicate for the broader professional workforce, and human resource development's (HRD's) role in supporting that change. We examine the literature on evolving career definitions, women's place in that evolution, the rising use of flexible work arrangements (FWAs), and the evolving work goals of women. Findings from our survey of 389 managerial women indicate that they are using FWAs as support mechanisms to enable them to enact their career goals and stay in the workforce. We invite HRD professionals to interpret women's career choices as a signal that the conventional career model with its attending organizational practices and culture is outdated and no longer meets the needs of today's managerial women and of the U.S. workforce in general. We recommend actions HRD professionals can take to move their organization's culture to one that supports career self-agency as a way of attracting and retaining critical talent in the 21st century.
Organizational alignment is a concept often mentioned in human resource development (HRD) models but rarely explained in detail. This theory of alignment looks at the extent to which strategy, structure, and culture create an environment that facilitates the achievement of organizational goals. The concept of alignment lends itself to the creation of high-performance work systems by explaining how the interdependent elements of the organization can achieve greater individual and collective efficiency and effectiveness. Well-aligned organizations apply effective leadership and HRD processes to create systematic agreement among strategic goals, tactical behaviors, performance and reward systems, and the organizational culture. This agreement helps people to remove barriers to cooperation and performance and thereby increases the performance of individuals, processes, and the organization as a whole.
In this article I examine the difference between concepts of culture contained in organizational studies and those in anthropology. The twentieth-century emergence of rationalized organizations poses an unmet challenge to anthropological theory. The unique cultural consequences of the organizational form are found in the cultures of command and authority, adaptation and resistance, alienation and inclusion that are found in every organization. These separate cultures interrogate each other and draw on cultural resources outside the organization. In the final section I examine some of the mechanisms with which organizations manage the ambiguities of boundaries and differentiation. Drawing on theories of rites of passage, personhood, gift-exchange, and totemism, I describe the quotidian practices of staffing, sales, and accounting as symbolic processes for managing ambiguity, [organization, culture, theory]
Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study examined the relationship of organizational learning culture, job satisfaction, and organizational outcome variables with a sample of information technology (IT) employees in the United States. It found that learning organizational culture is associated with IT employee job satisfaction and motivation to transfer learning. Turnover intention was found to be negatively influenced by organizational learning culture and job satisfaction. Suggestions for future study of learning organizational culture in association with job satisfaction and performance-related outcomes are discussed.
Sumario: What culture is and does -- The dimensions of culture -- How to study and interpret culture -- The role leadership in building culture -- The evolution of culture and leadership -- Learning cultures and learning leaders
This paper addresses the influence of two competing views of social identity on knowledge integration within organizations. One view sees social identity primarily as a coherent characteristic of organisations, which can leverage knowledge integration by developing loyalty, trust, shared values and implicit norms (Kogut and Zander, 1996). The opposing view considers social identification as multiple and fragmented (Albert, Ashforth and Dutton, 2000; Alvesson, 2000). This fragmented view emphasises the problematic nature of social identity for knowledge integration. The aim of this paper is to examine these competing accounts and to develop insight under what conditions coherent respectively multiple social identities are advantageous for knowledge integration by the comparative analysis of two polar case studies. Our case studies reveal the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity to leverage knowledge integration between organizational units.
