1. Culture: key points Defined as a group of people who share common core values, beliefs, assumptions, expectations, perceptions and behaviour Unlocking Human Resource Management Chapter 11

2. Core cultural competencies Rosalie Tung (1994) 1.Balancing conflicting demands of global integration with local responsiveness 2.Working in multi-disciplinary, multi-functional and multi-cultural teams 3.Ability to work with and/or manage people from diverse racial and ethnical backgrounds Unlocking Human Resource Management Chapter 11

3. Generation cultures: workplace mix Veterans (born 1922–1943) – early influences are associated with the Great Depression and World War II Baby boomers (1943–1960) – raised in an era of extreme optimism, opportunity and progress Generation X (1960–1980) – came of age in the shadow of the boomers Generation Y or Millennials (1980–2000) – born into the current high-tech economy: digital natives (Zemke, 2000) Unlocking Human Resource Management Chapter 11

4. Veterans Work assets: Stable Detail oriented Thorough Loyal to the organisation Hard working Work liabilities: Resistant to change Unwilling to challenge the system Uncomfortable with conflict Unforthcoming when they disagree Unlocking Human Resource Management Chapter 11

5. Baby boomers Work assets: Service oriented Driven Willing to ‘go the extra mile’ Work liabilities: Not ‘budget minded’ Uncomfortable with conflict Reluctant to go against peers Unlocking Human Resource Management Chapter 11

6. Baby boomers Good interpersonal skills Compliant Team players Put process ahead of result Overly sensitive to criticism Judgemental of those who see things differently Unlocking Human Resource Management Chapter 11

7. Generation X Work assets: Flexible Techno-literate Autonomous Unintimidated by authority Creative Work liabilities: Impatient Weak people skills Sceptical Unlocking Human Resource Management Chapter 11

8. Generation Y/Millenials Work assets: Work well in teams Optimism Tenacity Multi-tasking capabilities Work liabilities: Need supervision and structure Inexperience Unable to handle difficult people Oversensitive to criticism Low organisational commitment Unlocking Human Resource Management Chapter 11

9. Cultural changes at workplace Growing of work–life balance culture Millennials claim flexible working conditions that fit around their other needs/interests Changes in workers’ motivation Changes in the way people are managed Changes in HRM activities and procedures Overcoming generations gap Overcoming male-dominated culture Unlocking Human Resource Management Chapter 11

10. National cultures and HRM Hofstede (1970s) – four-dimensional model of national cultures 1. Uncertainty avoidance index (UAI) 2. Power distance index (PDI) 3. Individualism (IDV) 4. Masculinity (MAS) 1988: 5th dimension – short-term vs. long-term orientation (LTO) Unlocking Human Resource Management Chapter 11

11. Organisational culture Common organisational values and norms The way in which ‘we do things around here’ Three levels of organisational culture (Schein, 1988): 1.Behaviour and artefacts 2.Organisational values and beliefs 3.Assumptions Unlocking Human Resource Management Chapter 11

12. High performance culture (Shinazy, 2006) Clear and inspiring shared vision – drives the organisation’s mission and is woven throughout all business practices Leaders as role-models exemplify the culture in their daily professional behaviour Employees identify leaders as leaders Celebrating small demonstrations of key aspects of the culture Unlocking Human Resource Management Chapter 11

13. Learning summary By the end of this chapter you should: Know culture is a group of people who share common core values, beliefs, assumptions, expectations, perceptions and behaviour Know organisational culture is a group of people working in an organisation sharing a common perception and core values and beliefs Know a mix of national and generation cultures at a workplace requires careful management of HRM policies Know flexible working is a product of growing work– life balance culture Know high-performing organisational culture is characterised by clear shared vision and role-model leaders Unlocking Human Resource Management Chapter 11