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Delve into the intricate relationships between culture and strategic human resource management (SHRM), analyzing national and organizational cultures, aligning culture with strategic direction, and more. This chapter provides insights on various cultural perspectives and interventions in SHR management.
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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