Google has an impressive ideology of integrating culture into HR practices. One of the key perspectives of the culture is employee flexibility, which instills job ownership that farther encourages innovation within the company. The company also encourages job ownership by allowing employees to take shares and develop interest in owning the company. That farther sparks innovation that has been a characteristic of the technology giant. From experience, job ownership is an excellent source of satisfaction to employees ( Aycan et al., 2000) . I have worked for many companies that barely recognize the efforts of employees but end up missing on good productivity. The company did give employees the freedom to make decisions. Consequently, employees could only focus on the routine businesses of the company rather than developing new ideas.
Cripps Network is another celebrated hero in promoting effective cultural orientation. The company has adopted HR policies that are result-oriented. The use of pay-for-performance system of reward is has been useful in spurring productivity among the workers ( Cameron, 2008) . In addition, leadership development has ensured that every employee is responsible to make decisions on behalf of the company. Apart from professional competence, it is important for companies to develop other skills such as leadership. Training employees to be leaders decentralizes decision-making within the company. As a result, there is increased responsibility among employees.
Delegate your assignment to our experts and they will do the rest.
The third company with an interesting culture is UPS. One of the amazing aspects of the culture is the use of codes and conducted that employees participate to review. The idea ensures that employees become part of decision-making ( Aycan et al., 2000) . As such, the HR uses the influential form of leadership to align employee wishes with the objectives of the company. Codes and conduct are guidelines that employees are required to comply. Giving them the opportunity to be part of designing them gives an assurance of compliance.
References
Aycan, Z., Kanungo, R., Mendonca, M., Yu, K., Deller, J., Stahl, G., & Kurshid, A. (2000). Impact of culture on human resource management practices: A 10 ‐ country comparison. Applied psychology , 49 (1), 192-221.
Cameron, K. (2008). A process for changing organization culture. Handbook of organization development , 14 (5), 2-18.
