HUMAN RESOURCE MANAGEMENT PRACTICES AS THE CRITICAL ELEMENTS OF PERFORMANCE ENHANCING ORGANISATIONAL CULTURE

Baker et al (1996) states that the organisations are increasingly recognising that efforts to improve productivity and quality must include attention to the human organisation –its motivation, commitment and morale. Brown (1995) also mentions the popularity of the argument that human resource professionals are able to play a crucial role in managing key elements of culture, including symbols, rites and rituals, norms and behaviour, beliefs and values, and possibly even assumptions.

The study of Patterson et al. (1997) provides empirical evidence to the relation between HRM practices and organisational performance. The results of this research suggest that, if managers wish to influence the performance of their companies, the most important area they should emphasise is the management of people. This is ironic, given that their research has also demonstrated that emphasis on HRM is one of the most neglected areas of managerial practice within organisations.

It is also figured out that different practices and dimensions (participation, teamwork, communication, reward, etc.) are included to Human Resource Management (HRM) dimension of organisational culture and different terms are used in literature to refer to the same HRM concept such as the use of the terms “participation”, “contribution”, “involvement” and “employee-centred management” interchangeably.

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