The effect of Machine Bureaucracy on HR strategy and Its Practices

Part 3:

Machine Bureaucracy can be expressed as a large hierarchical, elaborated, rigid structure, which is highly centralized, rule bound and is operated in a simple, stable and predictable environmental contingency. This ensures that the tasks are simple, routine, and repetitive and of highly specialized nature, which are designed by the techno structure –the key part of the organization and require the employees at the operating level have minimal skills to perform the task assigned. Employees’ behavior is highly regulated in terms of job contents that are spelled out in every step of the process, which means that standardization of work process plays as the key coordinating mechanism that gives employees at the operating core very little discretion for judgment. The simplicity of work makes mutual adjustment ineffective and direct supervision of employees by first line managers is limited due to the elaborated size of the operating core and their role to play as contacts with technocrats, immediate superiors and subordinates. Continue reading


The effect of Simple Organizational Structure on HR strategy and Its Practices

Part 2:

The Simple Structure is the simplest form of structural configuration with small managerial hierarchy and low degree of departmentalization. Key part of this structure is strategic apex with operating core at the base and an insignificant middle line, which defines that the flow of authority is top down, the decision making process is centralized and the span of control is wide. In Simple Structure, behavior is least regulated, jobs are least specialized, and there is hardly any use of pre-planned procedure to determine what to do, when and how to do it, how training will be shaped and how liaison will be maintained (Mintzberg, 1979, 1983). Woodward (1965 cited in Mintzberg, 1983) describes that this structure can be visible as a single-purpose firm with no formal planning, little staff, organic relationships and the tasks of which are coordinated by the chief executive. Continue reading

The Implications of Organizational Structure on HR strategies and Its Practices

Part 1:

McCourt and Eldridge (2003:2) define Human Resources Management (HRM) as The way an organization manages its staff and helps them to develop. Bratton and Gold (2007) state HRM as a means of achieving organizational effectiveness through deploying employees’ talent by the use of idiosyncratic HR programs and practices while Thompson and Richardson (2000:58) point out that Human resources (HR) strategies are everywhere measured by HR policies and practices. To help achieve organizational efficacy, HR strategy coordinates and applies HR policies and practices, hence influences the behavior of people of the organization (Wang and Shyu, 2008). Jackson and Schuler (1995) provide an idea of how different organizational structures are shaped by HRM. Continue reading

An Overview of Psychometric Tests

Psychometric Tests, also called Occupational Tests or Psychological Tests –

can be defined as instruments, which are developed and used in assessing and evaluating individuals’ aptitude, personality and intelligence and provide information on how one person differs from another (CIPD, 2008). Dent and Curd (2004) state that psychometric tests measure people’s normal and dysfunctional behavior, which are conducted verbally, practically or in writing. According to The British Psychological Society (n.d.), psychological tests are tools that are designed to test the ability, aptitude, personality, values, beliefs and interests of individuals in different settings such as for testing in the workplace, for educational testing and for clinical assessment. Smith and Smith (2005) mention that psychometric tests are widely exercised in four main areas: for recruitment and selection purposes, for vocational and career guidance, for research and for assessment of workforce. However, these tests are most commonly exercised in hiring process of employees (CIPD, 2008). Continue reading

The Impact of National Culture on Organizational Culture

The National Culture of a country is highly dominant and shapes the culture of organizations where they function (Lindholm, 2000). England (1983 cited in Thomas, 2008) that national culture influences organizational culture and as such influences the practices of the organizations. According to Hofstede and Hofstede (2005), national culture is distinctive in the way that it significantly differs not only in terms of language, religion and other factors but also in terms of the way people of that nation perceives, behave, act and hold the values in them. Robbins (2003) points out that the formation of an organizational culture stems from the ideologies of the founders of the organizations, the basis of which are the values, beliefs and assumptions of the founders. Continue reading

The Importance of Job Analysis in Performance Management

Job Analysis holds information relating to the different aspects of the jobs and it provides information regarding what activities to perform in a particular job, gives an indication how to perform them, the skills and responsibilities to assume in order to perform them well and its impact in achieving the individual and organizational performance expectations (Hong and Lin 1995; McCourt and Eldridge 2003). Continue reading