Relationships between culture and SHRM: do values have consequences?

Relationships between culture and SHRM: do values have consequences? Learning Outcomes By the end of this chapter you should be able to: explain the meanings of national and organisational cultures and the debates relating to their existence; discuss the importance of organisational and national cultures in managing SHRM interventions; explore the three main perspectives through which culture has been explored within organisations: integration, differentiation and fragmentation; assess the complexity of issues associated with aligning culture to an organisation’s strategic direction; analyse the linkages between organisational and other cultural spheres and SHRM interventions.

Figure 6.1Mapping diagram of the relationships between culture and strategic human resource management: a summary diagram of the chapter content

Figure 6.2Schematic distribution of the Confucian dynamism dimension for the UK and Japan

Figure 6.3Trompenaars’ and Hampden-Turner’s dimensions of cultural differences

Figure 6.4A comparison of Hofstede’s and Schein’s representations of organisational cultures Source: Thornhill et al. (2000). Reproduced with permission

Figure 6.5Deal and Kennedy’s typology of organisational culture Source: Adapted from Deal and Kennedy (1982)

Figure 6.6Johnson and Scholes’ cultural web Source: Johnson and Scholes (2003: 230)

Figure 6.7Beer et al.’s ‘bottom-up’ approach to task alignment Source: Thornhill et al. (2000). Reproduced with permission

Relationships between culture and SHRM: do values have consequences?