- Subject index
This major textbook meets the clear need for a substantial but accessible introduction to the practice of human resource management (HRM) within the context of relevant theory and current debates. In a discussion that ranges from the strategic and policy aspects of HRM to the day-to-day processes of employee management, the author identifies and explores key concepts and skills. Distinctive features of the book include: a focus on issues of direct relevance to all line managers, not just to human resource specialists; a combination of a knowledge-based approach with a practical introduction to the most important skills; numerous examples, encapsulating concepts and techniques in clear tables, and a teaching appendix of discuss
Chapter 2: Organizational Culture and Change
Organizational Culture and Change
Discussions of the notion of organizational culture figure prominently in the strategic human resource management literature. In essence it is argued that an organization's external competitive strategy needs to be complemented and reinforced by an appropriate organizational culture which is itself shaped by and consistent with a coherent mix of human resource management policies.
The notion of organizational culture is not entirely new. For example, as we saw in the previous chapter, some individuals have seen it largely as an extension and broadening of the earlier concepts of workforce ‘morale’ and ‘organizational climate’. Secondly, some of the early human relations literature, particularly the writings of Elton Mayo, tended to emphasize the need for a co-operative, integrative organization providing employees ...