Human Resource Culture Essay Example

Organizational culture concerns the attributes and personalities of employees and functional units in the organization. Culture determines the uniqueness of the organization which is summed by the values, beliefs, attitudes, traditions, and interactions among different organizations (Bratton & Gold, 2017, 172). Positive organizational culture is determined by the human resource department's performance with the aim of attracting talents, impacting satisfaction, driving engagements, and influencing the firm's performance. Accordingly, the business personnel in the organization is influenced by leadership, workplace practices, and management policies that significantly impact the company's culture. This case study examines the HR culture in driving the functional performance of the financial and marketing departments in the organization.

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Human resource department (HR), is mainly concerned with managing processes that encompass employment of personnel, training employees, and developing policies and strategies which help in their retention Bratton & Gold, 2017, 176). This department acts as the main backbone in an organization by a pivotal playing function in establishing the company's cultural tone. Significantly, the policies set up by the HR department diffuse into the entire business operations. As a result, play a crucial role in modeling how other departments and employees work to create a positive workplace culture in the organizations. Based on the HR's culture, the department affects the organization's performance through attraction and retention of high-quality professionals tasked with different roles in the organization s as appertains financial aspects. Accordingly, the cultural performance of the HR department is centrally focused on the company's customers.

Both the marketing and financial departments heavily rely on the HR culture in enhancing their performance (Brewster, Chung & Sparrow, 2016, 212). Typically, the HR department permeates into the marketing functions within the organization through research and development, customer services, and production logistics. Culturally, human resource management oversees the selection, recruitment, training, and the overall professional growth of employees in the organizations. This cultural function of the HR department contributes positively to the operations of the marketing functions within the business companies. Therefore, marketing managers work closely with the human resource personnel to recruit marketing employees who support in the marketing operations. Accordingly, the human resources departments help the marketing department in attracting profitable customers to attain high sales values.

The HR culture of creating an improved employer branding enhances the market research goals and products visioning strategies (Brewster, 2017, 23). This is aimed at promoting the organization's reputation based on the visions and well as missions that influence customers to invest with the companies. Besides, the culture is aimed at enhancing the company's personality besides enhancing the economic climate. Importantly, marketing functions rely on the employees' morale that adds to promoting the product standards thereby attracting more customers and enhancing the company's brands. As a result, the HR work collaboratively with marketing department to create a business environment that is reliable for employees' performance and completion of the company's obligations. Moreover, both the marketing strategies and employees' expectation evolve regularly. This evolution is significant for the competitive performance of the organizations, therefore creating the need to involve human resource in motivating the employees to determine the firm's brand.

Regarding the marketing mindset, human resource considers employees as the main internal customers (Brewster, 2017, 27). Thus, the techniques used in disseminating information to employees as the internal customers determines the reception of content the workforce. As a result, this internal culture influences the external marketing strategies. External marketing is influenced through the concoction of innovative and suggestive advertisements that attract qualified personnel to the organizations. As a result, the efforts inflicted by the human resource to the internal functional units inspire workers' performance to escalate the firm's profitability. Accordingly, the internal and external marketing strategies can work to develop goodwill for the organization to efficiently control its financial resources.

Another aspect related to the culture of human resource management relates the dynamics of finance depart and the HR interactions (Brewster, Chung & Sparrow, 2016, 243). Employees are key to driving the business results as well as creating values of the organization. Human resources as a function are tasked with the duty to support the well-being of employees, which impact on the creation of competitive advantages (Albrecht, Bakker, Gruman, Macey & Saks, 2015, 8). Through the improved competitive advantage and high employee motivations, the organizations realize low turnovers that directly contribute to the financial developments in the firms. Accordingly, human resource offers strategic resources that are used in the execution of business processes by assigning relevant resources to the appropriate positions based on competencies together with skills. Moreover, it tasked with retaining skilled professionals in the financial sections of the organization. On the other hand, human resource relies on key resources from the finance department in order to achieve its goals. This interaction involves the use of financial resources to complete budgets, training of the existing workforce, and new hiring processes in order to increase employees' engagement that aid in realizing financial benefits. Thus, it is critical to identify and remove all probable cultural barriers that could limit the collaboration between human resource and financial functions within the organization.

Moreover, the HR culture influences the organization's performance by measuring the essential metrics in terms of financial functions (Albrecht, Bakker, Gruman, Macey & Saks, 2015, 12). In order to evaluate the cusses of the companies, human resource coordinates with the financial entities in order to analyze the monetary impacts of the programs implemented in the business organizations. The financial metrics used in human resource culture include the human capital return on investment (ROI), that justifies the impact of employees in the investment objectives of the firms (Helmreich & Merritt, 2017, 235). This metric enables the evaluation of the employee retention rates, hiring ratios, and the engagement scores. Accordingly, the financial functional unit reports on the human capital and financial management that enables the HR to have real-time information on the performance aspect of the organization. The financial figures reported by financial managers enables human resource managers to evaluate the firm's performance against the internal and external goals besides making capital investment decisions. Substantially, the human resource department's financial functions are performed with the aim of accomplishing asset management goals. Therefore, HR's culture is significant in affecting the performance strategies of companies regarding marketing and financial functions.

References

Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.

Brewster, C., 2017. The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). Routledge.

Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management. Routledge.

Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.

Helmreich, R.L. and Merritt, A.C., 2017. The culture at work in aviation and medicine: National, organizational and professional influences. Routledge.