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2018 | Book

A Symbiotic Relationship: HR and Organizational Culture Read chapter Read first chapter

Organizational Behaviour and Human Resource Management

A Guide to a Specialized MBA Course

Editors: Prof. Carolina Machado, Prof. J. Paulo Davim

Publisher: Springer International Publishing

Book Series : Management and Industrial Engineering

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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About this book

This book focuses on strategic and operational human resources, giving the reader the core curriculum of subjects usually presented in an MBA program specialized in organizational behaviour and human resource management. The topics covered can be applied to a variety of real world business situations. This book aims to contribute to the growth and development of individuals in a competitive and global economy, by covering the latest developments in the field of human resources management. Innovative practices and theories as well as the current policies and practices of HRM are described in this book.

Table of Contents

Frontmatter
A Symbiotic Relationship: HR and Organizational Culture
Abstract
The main aim of this chapter is to provide insight into how HRM activities (e.g. reward management, performance management, recruitment and selection) can affect organisational culture and how organisational culture, in turn, can affect the approaches to HRM activities, with a special emphasis on the operational perspective of HRM. Once we have considered these two areas and a case study example, we consider the challenges of a fragmented culture and the importance and need for HR department to be proactive by conducting a cultural audit of their organisation.
Nick Chandler
Teachable Moments in Human Resource Management: National Culture, Organizational Culture, and Intersectionality
Abstract
The most important outcome of any academic course is to increase understanding for both learners and their instructors. However, in many business courses this is made problematic because of the ways in which business schools have constructed the bodies of knowledge that they consider relevant. This chapter considered the ways in which the Human Resource Management (HRM) course has evolved and argues that in its trajectory it has become artificially separated from many other critical understandings and bodies of knowledge, particularly those of national and organizational cultures. However, within the teaching and learning of HRM there are many opportunities for considering overarching perspectives, integrating what have become separated aspects, and providing the richer and more expansive understanding of subject matter that is increasingly demanded from business graduates in the complex and globalized world of work. The chapter explores the nature, significance, and potential of these opportunities—opportunities that are generally understood as teachable moments.
David Starr-Glass
The Power to Change a Social System
Abstract
The aim of this chapter is a short introduction to changing corporate culture from an evolutionary and systems thinking point of view. It highlights that some of the common observations in corporate culture are the outcome of adaptations of the human brain to complexity in social situations. Features like diversity and leadership play important roles in the ability to adjust a social system in response to internal or external pressures, however, these features are difficult to manage as typical human behavior in groups tends to favor other characteristics; there seems to be a bias against them. There are ways and means to accommodate for these behavioral preferences, but many of those options are indirect and long term and therefore need reflection, understanding, and a strategic perspective to implement.
Deane L. Harder, Kim O. Tokarski
Diversity and Inclusion in the Workplace
Abstract
Diversity is not new, or complicated, but sometimes appears, or is made to appear, to be both. In the organizational context, diversity appears to have rapidly increased in recent years, which is attributable to a number of factors. Similarly, the concept of inclusion does not need to be feared as complicated, as individuals simply wish to be allowed to be themselves. The purpose of this chapter is to provide a broad discussion of the concepts of diversity and inclusion in the workplace to assist the reader with better understanding diversity and inclusion, and what they may mean for organizations. This chapter also aims to assist the reader in thinking about both differences and similarities among employees, and how these can be leveraged, and accommodated, by the organization.
Deirdre O’Donovan
Management of (Business) Expatriates
Abstract
This chapter summarises what we know about expatriate and the management of expatriates. Indeed it goes at little wider to look at a variety of forms of international mobility that multinational enterprises can use. It examines particularly how such enterprises can manage their expatriates better and how they can control the costs whilst still getting the desired return on their investment.
Y. McNulty, C. Brewster
Global Talent Management
Abstract
Talent management (TM) is now firmly pursued by organisations globally as a strategic imperative. Although the present talent shortage is a global challenge, it is more critical in emerging economies, particularly in sub-Saharan Africa. The enormous challenges associated with the attraction, development and retention of talent by firms operating in sub-Saharan Africa (SSA) call for the adoption of robust talent management (TM) strategy to navigate these challenges. However, the extant literature on talent management has failed to examine in detail the talent management practices of organisations in Africa to feed into the stock of global knowledge on talent management. This chapter therefore provides empirical evidence on talent management with a contextual focus on Multinational Enterprises (MNEs) in a sub-Saharan African country.
Oriaghe Raphael Oseghale, John Mulyata, Yaw A. Debrah
Theoretical Models of Human Resource Management: The Anthropological Model as a Full Model to Manage Human Resources
Abstract
The literature on human resource management (HRM) has focused primarily on analyzing the relationship between human resource practices and business performance. However, we find fewer studies that focus on determining how and why these practices can be linked to the same pattern or pattern of behaviors. In this work, we analyze the different models of human resources management that determine the framework of action of any organization and that justifies the application of different human resources practices. To achieve this goal, we analyze the soft and hard models of human resources management and present the main limitations it has. Furthermore, we establish a typology of models focused on the motivational quality of the person, where the anthropological model is presented as a more complete model than the mechanistic model and the psycho-sociological model. The fundamental difference found between these two classifications is that while the soft and hard models are presented as excluding models, the relationship between the mechanistic, psycho-sociological and anthropological models is that the different elements of each model are included in the next model, establishing a more similar representation with the business reality and increasing its explanatory capacity.
Santiago Gutiérrez-Broncano, Pedro Jiménez-Estévez, Mercedes Rubio-Andrés
Training and Development of Human Resources: A Brief Contribution to a Better Understanding of Its Relevance
Abstract
Integrated in a context characterized by deep changes, with increasing levels of competitiveness, organizations need well-trained and informed human resources able to answer quickly and effectively to the challenges that they are facing. Given this dynamic, this chapter seeks to study and highlight the importance of training and development in the context of current management, with particular emphasis on human resource management. In view of the nature of training and development as well as the key elements to be considered in the definition and implementation of a training program, we will look to study the different training and development methods with particular emphasis on those most frequently used today. Parallel to the process of workers’ development, we will also look to study the organizational development process, without neglecting the problem of diversity in work.
Carolina Machado
Backmatter
Metadata
Title
Organizational Behaviour and Human Resource Management
Editors
Prof. Carolina Machado
Prof. J. Paulo Davim
Copyright Year
2018
Electronic ISBN
978-3-319-66864-2
Print ISBN
978-3-319-66862-8
DOI
https://doi.org/10.1007/978-3-319-66864-2

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