Cultural orientations play a major role in the management of people. The culture of an organization portrays the values that it emphasizes. HR departments must ensure that employees embrace organization culture that is in line with the mission of the organizations. The HR being a key influence in instilling organizational culture is in the forefront of establishing measures that ensure perpetuity of the specific culture of an organization. The HR department serves as a role model in the beliefs of an organization. If the organization believes in honesty, it is upon the HR to set up ways of reinforcing the culture on employees ( Stone & Stone-Romero, 2007) . Culture affects the selection criteria of an organization. Recruitment being a function of HR requires the department to bring members that satisfy the needs of the organization. Culture influences the roles and responsibilities that the HR sets. Every employee is entitled with a position through job specifications. The culture of an organization determines how an organization specifies the tasks of each or every group of employees.
Another perspective of culture is leadership behaviors. The styles of leadership used by every organization are unique. While some organizations prefer centralized forms of management, others embrace decentralized forms of leadership ( Awadh & Alyahya, 2013) . The HR sets policies with regards to the management orientation to ensure that there is effective communication within the organization. The next perspective of culture is the environment in which an organization operates. Environmental perspectives of culture include political, social, religious, economic, legal, and consumer environments ( Milikić, 2009) . The next influence of culture on HR is diversity policies. In the advanced global world, cultural diversity is highly appreciated. Human resource officers are not exceptional in abiding to the policies of inclusivity by coming up with structures that can accommodate different types of people. Through cultural appreciation, human resource department are not only able to appreciate the richness of diversity but also attract diversified efforts.
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The impact of culture of human resource management can be explained in terms of functions of human resource. For instance, cultural differences can impact recruitment and hiring. In some countries, governments call for mandatory implementation of diversity policies. Companies have to compose a teamwork that embraces the different groups of people in the society. Alternatively, some companies do operate in the midst of a mixture of communities. As such, they would not have the need to formulate policies that call for a diversified teamwork ( Stone & Stone-Romero, 2007) . The second possible cultural determinant of hiring and recruitment is specialization. Human resource departments are obliged to provide their companies with appropriate staff based on the necessity. While some positions require specialized staff, other areas only need a general workforce. The necessity can also be based on such factors as level of education, age, experience, and skills.
Another area of influence that can be impacted by culture is the controlling and directing components of human resource. The functions are related to leadership or the chain of command and communication that exist in an organization. The power structure that an organization adopts influences the controlling and directing functions of human resource. An organization can decide to have a centralized system where directives originate from one central placed. Decision-making emanate from the central management. In another system, the human resource can opt to design a decentralized structure ( Awadh & Alyahya, 2013) . The system is characterized by companies that operate globally or within a large geographical region. Another perspective of culture that relates to directing and controlling is communication. The mode of communication available reflects the culture of an organization. In some organization, there is effective down-top and cross communication networks. That implies that junior employees can easily access their bosses. In other organizations, it is difficult for junior employees to express their concerns to the management.
References
Awadh, A. M., & Alyahya, M. S. (2013). Impact of organizational culture on employee performance. International review of management and business research , 2 (1), 168.
Mendenhall, M. E. (2005). Mergers and acquisitions: Managing culture and human resources . Stanford University Press.
Milikić, B. B. (2009). THE INFLUENCE OF CULTURE ON HUMAN RESOURCE MANAGEMENT PROCESSES AND PRACTICES: THE PROPOSITIONS FOR SERBIA. Ekonomski Anali/Economic Annals , 54 (181).
Stone, D., & Stone-Romero, E. (Eds.). (2007). The influence of culture on human resource management processes and practices . Psychology Press.
