Abstract
It is often stated that successful organisations must be customer oriented. Managers indicate that organisational members must perceive their roles in terms of better service, quality and satisfaction for the customer. To develop such reflections there will need to be a culture acting as a framing structure where the 'norms' put the customer first. Some organisations will try to instil such a culture through new organisational routines and by HR practices that include recruiting staff who will change the culture via their values or leadership skills. This paper considers the relationship between culture, socialisation and individual mental models in determining the outcomes of such strategies. It concludes that where a strong initial culture exists the mental models will reduce the likelihood of successful change because socialisation processes will not be enough to enable alterations within individual or organisational mental models. As a result of this HR managers may need to reconsider the use of socialisation processes in cultural development.
Original language | English |
---|---|
Title of host publication | International Human Resource Management: Making a Difference in a World of Differences: Selected Papers from the Conference of IHRM at Cairns, Australia - 14-17 June 2005 |
Publisher | International Conference on International Human Resource Management |
Number of pages | 21 |
ISBN (Print) | 0646449060 |
Publication status | Published - 2005 |
Event | International Human Resource Management. Conference - Duration: 1 Jan 2005 → … |
Conference
Conference | International Human Resource Management. Conference |
---|---|
Period | 1/01/05 → … |
Keywords
- socialization
- culture
- organizational behavior
- customer services
- customer relations
- personnel management