【正文】 1) defined industrial subculture by: distinctive set of shared meanings use of symbols and rituals socialisations and norms attempts to manipulate culture Aspects of culture ? Artifacts ? Language – jokes, jargon, stories ? Behaviour patterns – rituals, ceremonies,celebrations ? Norms of behaviour ? History ? Ethical codes ? Basic assumptions ? Beliefs, values and attitudes ? Symbols Models of culture Artifacts Beliefs, values, attitudes Basic assumptions Most superficial manifestations of culture Deepest level of culture Schein, 1985 Organisational Culture Artifacts amp。 may not be able to respond quickly enough to threats Systemic: socially grounded ? Man makes decisions based on social factors not economic。ve in today39。 above standard。Human Resource Management PART1 Personnel Management to Human Resource Management ? Recognition of the need to take a more strategic approach to the management of people ? Began in the 1980?s in the USA ? UK followed quickly ? Concept is… ?a strategic approach to acquiring, developing, managing and gaining the mitment of the anisations key resource – the people who work for it? Armstrong 1991 Features of HRM ? Management focussed and top management driven ? Line management role key ? Emphasises strategic fit – integration with business strategy ? Commitment oriented ? Two perspectives – ?hard? and ?soft? ? Involves strong cultures and values ? Performance oriented ? Requires adoption of a coherent approach to mutually supporting employment policies and practices ? Employee relations anic rather than pluralistic ? Organising principles are anic and decentralised ? Flexibility and team building important policy goals ? Strong emphasis on quality to customers ? Rewards differentiated by skill, petence or performance Features of HRM Fombrum, Tichy and Devanna Model 1984 Selection Performance Appraisal HRD Reward Warwick Model of HRM Business Strategy Context Inner Context HRM Content HRM Context OUTER CONTEXT Warwick Model – content of the boxes ? Outer context – socioeconomic, technical, politicolegal,petitive ? Inner context – culture, structure, politicoleadership, tasktechnology, business outputs ? Business strategy context – objectives, product market, strategy and tactics ? HRM context role, definition, anisation, HR outputs ? HRM content – HR flows, work systems, reward systems, employee relations The Harvard Model Stakeholder Issues: Workforce characteristics Business strategy amp。 excellent etc ? Below standard performance can be used to generate development needs ? Can provide forum for the identification of new/changing petence requirements ? Can provide forum for setting acquisition of petence time scales ? Provides a clear and agreed framework for performance evaluation and discussion Appraisal Development ? Provides a framework for individual training needs ? No transfer problems as petence can only be demonstrated by on the job behaviours ? Development contributes directly to current performance ? Encourages a broad based approach to development activities ? Ensures line manager mitment to development ? Offers mon language to all participants in the development process ? Offers transparent process to all stakeholders ? Facilitates validation and evaluation of the development process Development Reward ? Promotes flexibility ? Promotes a development focused culture ? Provides opportunities for advancement via skills ? Provides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority ? Can assist in addressing the technical/managerial divide ? Offers a route for the reward of knowledge workers ? Carries high ?face? validity and ?felt fair? perception ? Via core anisational petencies can link reward directly to anisational strategy Reward Integration ? Vertical integration with corporate strategy ? Horizontal the internal integration of the ponents of an HR strategy ? Intragration – the integration of the parts of a ponent of HR strategy reward strategy – base pay, variable pay and benefits all support each other Current HRM Issues amp。s turbulent and global environment。Social works define norms ? Internal context of firm influenced by social groups, interests, resources and micropolitics ? Different forms of anisation successful indifferent cultures ? Systemic perspective includes national culture, family, gender, social groups ? Strategy must be sensitive to these Systemic and HR ? HR policies and processes will have to reflect local culture ? Management style and strategies for motivation and mitment reflect local and national culture ? Critique – focuses on difference at the expense of similarity and crosscultural influences ResourceBased Theory of the Firm ? Places HR at heart of strategy ? Competitive advantage stems from strategic core petencies built up over time ? Recognises importance of leadership in building top team。 creations: Technology。 goodwill amp。 development First line supervision Results orientation And monitoring the outes by RESULTS TRACKING Approaches to Culture Change (Bate) STEP 4 SUSTAINING THE DESIRED CULTURE Sustained achievement of objectives and internalisation of the ongoing change process. Approaches to Culture Change (Bate) Why People Resist Culture Change ? Selective perception ? Habit ? Security ? Economic ? Status and esteem Multicultural Organisations ? A culture that fosters and values diversity ? Pluralism as an acculturation process ? Full structural integration ? Full integrati