What Is a Great Workplace?

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The role of HR in workplace culture

Human resources department plays an important role in setting the tone of the company culture. The policies they issue can impact the cultural tone of a company. It is the role of HR to create as positive a workplace culture as possible. HR must create a culture that attracts talented employees and high-quality managers. They need to communicate with both managers and employees on a regular basis to find out what they want and try to provide a great workplace that aligns with the vision of upper management.

Recommendations [pic 1]

To manage diversity of a workplace to build an effective team for a great working environment, HR needs to encourage empathy and trust in others to foster the diversity. Companies can promote cultural differences by posting alternative lifestyle information and provide networking opportunities for team members. Before forming the team, HR should provide training programs to break the ice to bring team members together. Another recommended approach to create a heathy company culture is to develop ways to engage employees with the company activities to make them feel that they are part of the organisation. The company should show that they support employees and care about them. All employees want to be respected. They was to be recognised so HR should develop activities that allow employees to show their talents. As you can see from the above figure, great workplaces provide more than double the return. To sum up, great workplaces play a vital part in building a successful organisation.

References

What Makes a Great Workplace? (n.d.). Available at: http://greatergood.berkeley.edu/article/item/what_makes_a_great_workplace [Accessed on 9 May, 2017]

Young, M. R. (2011). Create a great workplace. Vital, 8(3), 38-40.

Yammer Team, 2012. Trust in the workplace : What does it mean to you? Available at: https://blogs.office.com/2012/08/08/trust-in-the-workplace-what-does-it-mean-to-you/ [Accessed on 9 May, 2017]

Learning Models for Innovation in Organisations. (2014).

Klimoski, R. (1991). Theory presentation in human resource management. Human Resource Management Review, 1(4), 253-271.

Friederichs, P., & Labes, M. (n.d.). Human Capital Management. Human Capital Management, 17-26.

Becker, B., & Gerhart, B. (1996). The impact of human resource management on organisational performance: Progress and prospects. Academy of management journal, 39(4), 779-801.

Ouchi, W. G., & Wilkins, A. L. (1985). Organisational culture. Annual review of sociology, 11(1), 457-483.

Kirkman, B. L., & Shapiro, D. L. (1997). The impact of cultural values on employee resistance to teams: Toward a model of globalised self-managing work team effectiveness. Academy of Management Review, 22(3), 730-757.

Appendix 1

Self & peer assessment (SPA) performance rating

Contribution: 100%

Performance Review

In my opinion, this report achieved all the aims of the specifications. It fulfilled the requirements properly. It’s explained in details and the format is organised and easy to understand.

Managed expectations

Outcome

Rating

Everyone did a fair share of work

Most of the time

100%

Everyone was cooperative and agreed upon task

Most of the time

100%

Everyone contributed to ideas/planning

Most of the time

100%

Everyone was available for communication

Most of the time

100%

Everyone was positive and helpful

Most of the time

100%

Everyone contributed to overall project success

Most of the time

100%