A Comprehensive Study of the Impact of Organizational Culture on HR Management Practices

Abstract

Background: Recruitment, training and performance management are central processes in Human Resource Management (HRM) for organizational performance. Organizational Culture (OC) also determines these practices based on the nature of hiring, career development, and employee retention. It is essential to have a clear understanding of the relationship to gain the biggest benefits for HRM strategies and organizational results. Aim: Thus, the current research examines how OC affects HRM practices such as RP, TD, PM, EE, RR, and CR. It is desired to identify how OC influences HRM practices and offer recommendations that can help to improve the HRM practices. Method: A questionnaire survey was conducted among 250 respondents using a structured 5-point Likert scale. The survey was based on demographic characteristics and evaluated the OC influence on RP, TD, PM, EE, RR, and CR. The study employed the PLS-SEM technique and T-test with the CFA and psychometric tests to check for reliability. Results: A strong correlation between OC and human resource management practices was established. OC impacted the approach to attracting employees, selecting and developing training programs, assessing performer appraisals, motivating employees, deciding on retention strategies, and handling conflict. These observations show that OC has a strong impact on the range of HRM practices. Conclusion: It is important to understand that organizational culture is an influential component that affects HRM practices. Positive OC affects the ability to attract, develop, manage, engage, retain, and resolve conflicts with employees. The PLS-SEM approach was useful in analysing these relationships and enhancing the HRM strategies with regards to organizational culture.