Analyze and describe the impact of the organizational culture on managing human resources.

Include any barriers you recognize which hinder HR effectiveness

Culture is the full range of learned human behavior patterns. By the pioneer English Anthropologist Edward B. Tylor in his book, Primitive Culture, published in 1871. Basically organizational culture is the behavior pattern of its employees, employer employee relationship & industrial harmony. Ex: Skill level of employees , HR Policy , performance oriented culture , employees attitudes towards the organization. Each & every organization is having their own culture. The HR policies and practices should be align with the organization culture. Sometimes very good HR practice may not fit in to with another organization. Ex: The lean production program, it has practice widely and successfully in some apparel manufacturing organizations, butlean production programhas not successfully been implemented in thefast food manufacturing organizations. Human resources practices are having positive & negative impact on organizational culture & its performance. Positive Impacts Performance oriented culture Practicing of performance appraisal in an organization is helping to review performance of employee and company goals. Employee relations and welfare - Employee relations and welfare activities play an important role in maintaining industrial harmony. Succession planning This will help to recognize future leaders and create an inspirational work place

There are some barriers recognize relevant to the culture which hinder HR effectiveness, Unionize Culture ,This can be negative impact on HR effectiveness, most of unions are trying to get maximum benefit from the management in regards to the employee side when the change management process in action relevant to productivity improvement or development negative feedback can arise.Demography of the organization , can be effected on HR effectiveness. When a company goes on a performance oriented culture , the employees are subject to perform end reward as per the contribution to achieve company objectives but some time there can be employees those who is with lengthy of service but the contribution wise very low. These type of employees or group can be demotivated. Some times the competency of a cohesive HR needsidentification process whereby required competencies for eachjob role were identified and matched against existing levels ofcompetency.

10.4.3. Describe the ways in which the effectiveness of HRM is monitored. In an event such monitoring is not done in the selected organization, you may propose as to how such monitoring could be done.
The basic control & monitoring need to be applied to evaluate effectiveness of Strategic Human resources management initiatives & functions. Strategy evaluation should be base on both quantitative & qualitative criteria. The importance of this is identifying whether organization objectives are met or not. Ex: Introducing an induction programme might be to improve retention levels for new recruits Measuring organizational performances are also important activity in strategy evaluation. In this activity need to analyze expected result vs actual results , any deviation from plan etc. If there is any deviation from the plan corrective actions must be applied. Ex: New company policies , New performance incentives , Revising a business mission. Common Tools using for monitoring HRM effectiveness: Absenteeism HR cost per employee Labour Turn Over Recruitment costs per recruit Average managers span of control Exit interviews Customer satisfaction levels Men : Machine ratio No of return jobs Employee Surveys

Considering United Motors Lanka PLC ,Changes in the market context, the corporate environment andcustomer expectations have necessitated the incorporation of newand more innovative management approaches. There is a growingneed for enhanced skill levels with each employee optimizing hisproductive capacity. United Motors recognizes that a constantlychanging external environment together with a shifting marketsituation requires us to be equipped to tackle more potentchallenges and that the future growth of the Company is dependenton its ability to effectively identify and groom future leaders. Training and skills development is viewed with greater focus.The Companyconducted an organization-wide talent assessment initiativeaimed at matching individual capabilities to

expected businessrequirements in the long term. Conducting a rigorous trainingneeds audit during the year and taking into consideration traininggaps we encountered in previous years, an intensive training planwas developed and implemented over the period under review. The competency matrix comprised of a cohesive HR needsidentification process whereby required competencies for eachjob role were identified and matched against existing levels ofcompetency. Through this intensive process HR competency gapswere identified. The implementation of the systematic training and developmentprogramme,effectively focused on supervisiondevelopment, sales competency development, technicalcompetency development and customer care. An outboundtraining session was included in the programme with the intention of motivating, changing existing attitudes andboosting morale and this component of the overall programmecontributed towards inter-departmental cohesion and teambuilding.The overall training and development programmedelivered accelerated returns with the Companysculture and work ethic evolving to encapsulate greater dynamism.