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Organisational Culture & Managing change

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Organisational Culture An organisational culture is a pattern of beliefs and expectations shared by the members of organisation. Culture represent independent set of values and ways of behaviors. It is the “glue” that the organisation’s all aspects are bound together. Values drive all behavior. Values can make competitive advantage for an organisation. Values can be thoughts of both individuals and organisations live. (Sullivan, Sullivan, and Buffton, 2001). Researchers have found work relation values that hold by individuals are taking responsibility, achieving results, developing a sense of worth, recognition and being able to use skills and abilities while some of organisational values are integrity, respect, customer focus, involvement, quality, creativity/ innovation, accountability and fairness (Sullivan, Sullivan, and Buffton, 2001).Individual values can be aligned with organisational values in order to accomplish organisational objectives, hence culture of an organisati...
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Path ahead to Human Resource Management via globalisation and ethics

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Organizations that seek better competitive advantage today, pay more attention to its people and treat them as resource. Human Resource management is a kind of philosophy which is supported by theories, focusing behavior of people and organization. Institutional theory, Human capital theory, Motivation, The resource based view, contingency theory etc. (Amstronge, 2006) Golobalisation and ethics play key role in path ahead of human resource management. Welfare Movement In early years, in the industrial revolution of 18 th century, organizations consider their workforce as same as the other factors of production process and viewed as a cost to the business. Therefore people in the organizations had to work hard with prolonged working hours. At that time some large manufacturing companies like Cadbury, Rowntree, and Liver which valued their workers paid more concern about welfare of their employees therefore in that era personnel had a welfare role by provi...
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Location: Galle, Sri Lanka
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Performance Management

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“Performance management is systemic and continuous process for improving individual, team and organizational performance” (Armstrong, 2014). There are three components of performance management; 1.      Planning for performance 2.      Supporting performance 3.      Assessing performance According to Armstrong, 2017 performance is behavior that accomplishes results. It is outcome of three determinants; Facts and things, how to thing s are done, and motivation to do them. Planning performance is linked with job and work designing.   By a good performance management systems employees are motivated and their self-esteem is increased. Employees can identify their poor performance and be able to more competent on their work. This will result employee satisfaction and ultimately be helpful for achieve organisation goals in accordance with its strategic objectives. Supervisors are able to understanding and ...
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Psychological implication in Work Design & Job Design

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“Work design deals with the ways in which things are done in the work system of a business by teams and individuals. Job design is about establishing what people in individual jobs or roles are there to do” (Armstrong and Tylor, 2014).These two processed can be done simultaneously. Workforce requirement in large scale manufacturing industry is declining and work force requirement in service sector is increasing. Professional services, new product development, customize production are the areas that need employee emotional satisfaction in order to get the work done. Therefore work designing and job designing in an organisation should be done considering psychological impact, cost of production or service and quality of the product or service. Cost and quality of production or service Early years work and job designing had been done in cost and quality perspective. After the industrial revolution production was done in large volumes and labor force requirement increased. There...
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