Human Resource Management and Marketing Personnel

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ABSTRACT HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in an organization, individuals can be helped to give full contribution to their potentials, to achieve the goals of the organization, and thereby ensuring optimization of human resources. Therefore, to initiate HRD practices, a firm philosophy with humane and value based approach has to be established. This will result in the establishment of HRD culture in the organization, which further strengthens practices. Organizational culture includes ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. It can be characterized as consisting of openness (0), collaboration(C), trust (T), authenticity (A), proaction(P), autonomy(A) confrontation(C) & Experimentation (E). And it is abbreviated as OCTAPACE. This paper goes on to present the major findings based on descriptive research design undertaken with the help of structured questionnaires to study the OCTAPACE Culture for marketing professionals in IT Industry. Data is based on the responses from five top management personnel & 25 marketing personnel from the sample of five IT organizations in the year 2003. This paper employs certain statistical tools for assessing whether the hypotheses that had been formed are valid or not. The results show that the sample organizations differ significantly in their OCTAPACE Culture & are having varying level of OCTAPACE culture.

Electronic copy available at: http://ssrn.com/abstract=1140621

Introduction & Brief Review Human Resource Development may be defined as a continuous process to ensure the development of employee competencies, dynamism, motivation and effectiveness in systematic and planned way. It has been defined as essentially consisting of three Cs: Competencies, Commitment and Culture. All three are needed to make an organization function well. Without competencies organization may not be the cost effective or optimally efficient. Without commitment, these may not be overcome at all or are done at such a slow pace that they lose relevance. Without an appropriate culture, organization cannot last long. Culture provides the sustaining force and spirit for the organization to live. It provides oxygen needed for them to survive. Words used in the context of organizational culture include ethics, values, beliefs, attitudes, norms, ethos, climate, environment, and culture. Ethics refers to normative aspects – what is socially desirable. Values, beliefs, attitudes, and norms are interrelated. Interactions between beliefs and values result in attitude formation (beliefs* values = attitudes) and then produce norms. Culture-related concepts also can be seen as multilevel concepts. At the core (first level) are the values, which give a distinct identity to a group. This is the ethos of the group. The Random House Dictionary defines ethos as ‘the fundamental character or spirit of a culture…. dominant assumptions of people or period”. Organisational ethos are core values. The seven values of organizational ethos were suggested (Rao & Pareek[1994]): 1. Openness: Spontaneous expression of feelings and thoughts and receiving feedback and information without defensiveness; 2. Confrontation: Facing – not shying away from – problems; deeper analysis of interpersonal problems; taking on challenges; 3. Trust: Maintaining confidentiality of information shared by others and not misusing it; a sense of assurance that others will help when needed and will honor mutual obligations an commitments; 4. Authenticity: Congruence between what one feels, says, and does; owning one’s actions and mistakes; unreserved sharing of feelings; 5. Proaction: Initiative; preplanning and preventive action; calculating pay-offs before taking action; 6....
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