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Organizational Behaviour and Human Resource Management pp 1–22Cite as

A Symbiotic Relationship: HR and Organizational Culture

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Part of the book series: Management and Industrial Engineering ((MINEN))

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.

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Notes

  1. 1.

    https://www.fastcompany.com/44077/tom-peterss-true-confessions.

  2. 2.

    http://www.hrsdc.gc.ca/eng/lp/spila/wlb/ell/08husky_injection_molding_systems.shtml.

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Author information

Authors and Affiliations

  1. Budapest Business School/University of Applied Sciences, Budapest, Hungary

    Nick Chandler

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  1. Nick Chandler
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Corresponding author

Correspondence to Nick Chandler .

Editor information

Editors and Affiliations

  1. School of Economics and Management, University of Minho, Braga, Portugal

    Carolina Machado

  2. Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

    J. Paulo Davim

Testing Your Knowledge

Testing Your Knowledge

1.1 Answer the Following Questions as True (T) or False (F)

  1. 1.

    Strong cultures result in higher levels of commitment and effort.

  2. 2.

    Peters and Waterman [7] wrote about the top Forbes 500 companies that are still successful today.

  3. 3.

    Tony Hsieh, the founder of Zappos, pays new employees $2000 to leave the company.

  4. 4.

    Organisations should always change the culture to fit the strategy.

  5. 5.

    Visionary leadership is ‘an internal compass’, providing direction for all areas of the organisation.

  6. 6.

    Huskys’ leader, Robert Schad, uses HR activities to change the culture to fit his new vision.

  7. 7.

    Selecting new employees means focussing not only on suitable motivation, knowledge, skills and abilities (and potential for further development or jobs), but also fit to a particular department or section.

  8. 8.

    Subcultures are usually divided by departments in organisations.

  9. 9.

    The philosophy of the founders is one of the determinants of culture.

  10. 10.

    The 7S model shows that staff and structure are the most important elements of an organisation.

  11. 11.

    To satisfy the Ego in Maslow’s hierarchy of needs, the HR manager should ensure safe working conditions.

  12. 12.

    The Western and Asian hierarchy of needs are identical.

  13. 13.

    Multiculturalism means there is more than one culture in the organisation.

  14. 14.

    With an integration perspective, communication is top-down.

  15. 15.

    If HR managers adopt a differentiation perspective on culture, then interviewing and selection will involve ensuring that the candidate fits the subculture in which they will be working.

  16. 16.

    Both HR and culture can be levers for change.

  17. 17.

    Any organisation with high levels of staff turnover should avoid a group-oriented organisational culture.

  18. 18.

    A combination of innovative and supportive cultures, and a consideration leadership style, are likely to have positive effects on job satisfaction.

  19. 19.

    HR managers should emphasize productivity and downsizing to encourage creativity.

  20. 20.

    The ‘rational culture’ has a large number of professional rules and policies.

1.2 Answers

1. true, 2. false, 3. true, 4. false, 5. true, 6. true, 7. true, 8. false, 9. true, 10. false, 11. false, 12. false, 13. false, 14. true, 15. true, 16. true, 17. false, 18. true, 19. false, 20. false.

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Chandler, N. (2018). A Symbiotic Relationship: HR and Organizational Culture. In: Machado, C., Davim, J. (eds) Organizational Behaviour and Human Resource Management. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-319-66864-2_1

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  • DOI: https://doi.org/10.1007/978-3-319-66864-2_1

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