Relationship of Organizational performance and HRM

   PEOPLE AND ORGANIZATIONAL PRINCIPLES

The Problem Area

Problem -: Draining the Production Targets Due to Skill issues, Absenteeism and Employee Turn over.

as far as the problem area is concerned, this came from one of my experiences, MAS Active ASIALINE is a leading factory of MAS Active Cluster and which has over 100000 std hours capacity, it has various customer base and while producing various styles for various customers it mainly focuses on PUMA, Patagonia, and Colombia as its main customers. I'm going to mention one of the highly affected problems in Asialine and how it was resolved using various HR aspects. 

Production draining due to training issues, absenteeism and Employee turn over some of the common problems in this field., but when these issues are escalated, the impact for the production can't be managed, due to such an escalation the company faced a lot of troubles on balancing the production lines, allocating the team members for the operations with the relevant skills, increase the workload on the staff, increasing the training requirements, increasing the recruitments, competition of other organizations and etc. overall contribution of these factors resulted in a huge loss of production and that affected the reduction of plant’s performance. especially in the apparel field, trained employees are a very valuable resource. in order to find and develop a trained employee as well as keeping such an employee are combined with the HR aspects.

when the employees are not trained properly and the unavailability of proper training plans bring the issues related to the skills of employees then especially in the apparel industry, it causes lots of problems like creating bottlenecks of production that means when the skillful employees are sewing their operation fast the skill-less employee can’t get that speed then an inventory is being created near to that team member so then it ultimately affect to continuous flow of production, as well as this issue brings another challenge that is balancing the production lines because though sufficient heads are there in the carder sufficient skilled heads are not available so then it affects to efficiency. So, when efficiency is affected then the production is also affected because efficiency and production are interlinked with each other. And when the skill is not there in the employees, the production contains more defect full products so then reworking has to be done that is also a huge loss of production and this is a huge waste so ultimately issues of skills due to insufficient training for employees brings above challenges especially in the apparel industry.

Due to the absenteeism, most of the above challenges are repeated, like line balancing, drop of efficiency and ultimately production performance. And with the employee turnover, addition to the above challenges, some other challenges are created which are immediate replacement, develop an employee who suits to the skills of the previous employee, so these are the challenges which should be addressed through HR aspects so in here the clear understanding is using the HR aspects for improving the skills of employees through proper training, controlling the absenteeism through HR aspects in a manageable level and controlling the turnover through HR aspects in a manageable level. Though above challenges and main problems are common to this field most of the times this wasn’t given a permanent solution so as long as we address this problem in the same way, there will not be a permanent solution to this. So, in order to address this by differently and more deeply, we can apply the knowledge of followings.

• Employee Resourcing
• Learning and development
• Employee Relations
• Design of work
• Performance management
• Employee engagement
• organizational culture    

as far as the term HR is concerned, it is obvious that something bigger meaning comes to mind in anyone who has the general knowledge about how do the things flow in an organization related to people factor. Having a trained, motivated and loyal workforce is one of the key factors which brings the ultimate profitable growth for any organization. so making available that kind of force is the responsibility of Human Resource management.

 The process of making better workforce as mentioned in earlier should be started since recruiting step, in there it should consider that selecting the best and related personalities to specific job roles and responsibilities because if it is not they will be de-motivated on their job roles and may be an obstacle to organization's journey. so using the better techniques in interviews to find out the skills and true experiences on particular job role is the first step in making a better workforce. controlling a better workforce towards the organizational goals comes under the Human resources management.

The Definitions of Human Resources Management.

"a strategic, integrated and coherent approach to the employment, development, and well-being of the people working in organizations"(Armstrong, 2014)

"Distinct from Personnel management is the emerging philosophy that ‘people need to be viewed as an asset rather than merely a variable cost." (Beer et al, 1984)

"New emphasis on line managers accepting responsibility for the ‘alignment of competitive strategy and HR policies’ (Armstrong, 2011), or what Fombrun et al call the ‘match model" (1984)

as far as the HR functions are concerned, one of the main areas of HR functions of employee perspectives is employee life cycle The employee life cycle is a concept in human resources management that describes the stages of an employee's time with a particular company and the role the human resources department plays at each stage(Thompson. S 2018). the employee life cycle contains 4 factors those are

1. Recruiting and onboarding.
2. Orientation and Career Planning.
3. Career Development.
4. Termination or Transition.

so related to the above problem first three points are more relevant. and also in order to address the above problem following areas can also be considered. which are 
let's look at the above 4 factors which come under employee life cycle 

Recruiting and onboarding

Recruiting is the process of hiring a new employee. The role of the human resources department at this stage is to assist in hiring. This might include placing the job ads, selecting candidates whose résumés look promising, conducting employment interviews and administering assessments such as personality profiles to choose the best applicant for the position. In a small business where the owner performs these duties personally, the HR person would assist in a support role. In some organizations, the recruiting stage is referred to as "hiring support." Onboarding is the process of getting the successful applicant set up in the system as a new employee( Thompson. S 2018).


Orientation and Career Planning

Orientation is the process by which the employee becomes a member of the company's workforce through learning her new job duties, establishing relationships with co-workers and supervisors and developing a niche. Career planning is the stage at which the employee and her supervisors work out her long-term career goals with the company. The human resources department may make additional use of personality profile testing at this stage to help the employee determine her best career options with the company
(Thompson. S 2018).


Career Development 

Career development opportunities are essential to keep an employee engagement with the company over time. After an employee has established himself at the company and determined his long-term career objectives, the human resources department must try to help him meet his goals, if they're real. This can include professional growth and training to prepare the employee for more responsible positions within the company. The company also assesses the employee's work history and performance at this stage to determine whether or not he has been a successful hire (Thompson. S 2018).

Termination or Transition 

Some employees will leave a company through retirement after a long and successful career. Others will choose to move on to other opportunities or be laid off. Whatever the reason, all employees will eventually leave the company. The role of HR in this process is to manage the transition by ensuring that all policies and procedures are followed, carrying out an exit interview if that is company policy and removing the employee from the system. All of these stages can be handled internally or with the help of companies that provide services to manage the employee life cycle (Thompson. S 2018).


so properly following up the basic functions on HR aspects like employee life cycle, it can impact on resolving the main problem. especially if there is a proper plan of above first three aspects for each employee who is recruited mainly the Skill Issues can be reduced. especially the career planning and career development have to be included in proper training plans and evaluations in order to build the required skill in required time then it doesn't allow to create the above-mentioned problems and challenges.  


Lets look at how the employee Resourcing and talent management can contribute to resolving the above problem 

What are the employee resourcing and talent management 

One of the main tasks which come under the human resources is employee resourcing. In order to continuously run a particular task, there should be required manpower. When the particular fluctuations of manpower happen, leveling up the required manpower comes under employee resourcing.

People resourcing as a subject incorporates the key features of HRM practice with links to organizational performance. Central to success as a high-performance organization is an ability to attract and retain the right number of appropriately skilled and motivated individuals and teams engaged and committed to adding value to the organization and its stakeholders (SMI, 2017).

According to the Taylor (2005) employee resourcing comprises set of management activities that facilitate the achievement of 4 fundamental groups of personnel and development objectives.

• ·        Staffing
• ·        Performance
• ·        Administration
• ·        Change management.

Staffing

is concerned with ensuring that the organisation has the right type and quantity of employees in place at the right time to meet the needs of the business.  It encompasses recruiting employees, retaining employees and letting employees go (Taylor 2005: 2).

Performance

is about ensuring that employees know what the business goals are and are motivated to meet these goals to the best of their ability at all times. It includes absence management, monitoring individual  & group performance, goal setting and motivational techniques (Taylor 2005:2).

Administration.

this factor is concerned with ensuring that the relationship between employer and employee " in accordance with the law, professional ethics and natural justice"(Taylor, 2001:2).

Change Management

While not a factor in every business' employee resourcing, change management plays a role in businesses that use a project-based model. Change initiatives often affect entire departments or organizations, while responsibility for the change often falls into the hands of a project team. Successful employee resourcing for a change initiative means making sure the team includes both those with the right skills and those with enough organizational clout to maximize acceptance of the change (Chron, 2018).

Strategic Selection

•     A diverse workforce – more talent but the need for equality and for legal compliance 

•     Increasing the need for more highly educated and trained employees

•     The need for a close relationship between HRM strategy and corporate strategy

•    Organizations are now more likely to use sophisticated techniques for recruitment and selection for all employees

Common Selection Techniques

•         Information from application forms, CVs, and references

•         Interviews

•         Tests including psychometric tests and personality profiles

•          ‘E-recruitment’ – the use of new technology including social media

•         Assessment Centres.

Talent Management.

Talent management is an organization's commitment to recruit, hire, retain, and develop the most talented and superior employees available in the job market. So, talent management is a useful term when it describes an organization's commitment to hire, manage, develop, and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.

Talent management is a business strategy that organizations hope will enable them to retain their topmost talented and skilled employees. Just like employee involvement or employee recognition, it is the stated business strategy that will ensure the attraction of top talent in competition with other employers (Susan M,2018).

Talent management perspectives

You can include the following systems when you approach talent management as your overall business strategy to recruit and retain talented employees

• Recruitment planning meeting
• Job description development
• Job post writing and recruiting location placement for the posting
• Application materials review
• Phone or online screening interview
• In-house interviews that can involve multiple meetings with many of your current employees
• Credential review and background checking
• Making the job offer to the selected person
• Agreeing on the amount of the offer
• Employee starting day and onboarding process
• New employee welcome information and introductions
• On-the-job training
• Goal setting and feedback
• Coaching and relationship building by the manager
• Formal feedback systems such as performance management or an appraisal process
• Ongoing employee development
• Career planning and pathing
• Promotions, lateral moves, transfers
• Employment termination by choice of the employee or caused by the employer (Susan M,2018).

according to the above problem, when we look at these functions regarding employee resourcing and talent management, most of the times these functions have not been implemented well and specially when employees are leaving filling up that positions was not properly planned so as a precaution to that we identified employees who are going to leave within three months by deriving an employee turn over plan and under the timelines we planned how to resourcing employees and develop up to required skill set and identified what are the points of above were neglected and then those were resettled.

Let's look at the impact of Learning and development regarding the above problem

what are the learning and development

Learning and development are one of the widely discussed and important topics in HR. when a particular employee is recruited into an organization, learning and development is the process which makes the particular employee aligned with the organizational culture and goals.

Learning and development, a subset of HR, aims to improve group and individual performance by increasing and honing skills and knowledge. Learning and development, often called training and development, forms part of an organization’s talent management strategy and is designed to align group and individual goals and performance with the organization’s overall vision and goals (HRZone, 2010).

On a practical level, individuals responsible for learning and development must identify skills gaps among groups and teams (often through SMART objectives, one-to-one interviews and performance appraisals) and then find suitable training to fill these gaps (HRZone, 2010).

Procurement is an important part of the training and development process because training providers must be cost-effective and appropriate for the organization’s needs. Good training provides individuals with tools and skills and shows them how to apply these new tools and skills within their own organization and role (HRZone, 2010).

As far as the learning and development methods are concerned there are lots of methods available in learning and development. An also some of the methods have been built specifically for the organization and field. Following shows some of learning and development methods.

     1. Technology-Based Learning

            ·         Basic PC-based programs

            ·         Interactive multimedia - using a PC-based CD-ROM

            ·         Interactive video - using a computer in conjunction with a VCR

            ·         Web-based training programs

     2. Simulators

Simulators are used to imitate real work experiences.

Example: Truck drivers could use simulators to practice responding to dangerous driving situations.

3. On-The-Job Training

Jumping right into work from day one can sometimes be the most effective type of training.

·         Read the manual - a rather boring, but thorough way of gaining knowledge of about a task.

·         A combination of observation, explanation, and practice.

·         Trainers go through the job description to explain duties and answer questions.

·         Use the intranet so trainees can post questions concerning their jobs and experts within the company can answer them.

4. Coaching/Mentoring

Coaching/mentoring gives employees a chance to receive training one-on-one from an experienced professional. This usually takes place after another more formal process has taken place to expand on what trainees have already learned. 

5. Lectures

Lectures usually take place in a classroom format.

It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of people in a short amount of time. It has been said to be the least effective of all training methods.

6. Group Discussions & Tutorials

These most likely take place in a classroom where a group of people discusses issues.

7. Role Playing

Role-playing allows employees to act out issues that could occur in the workplace. Key skills often touched upon are negotiating and teamwork.

8. Management Games

9. Outdoor Training

10. Films & Videos

11. Case Studies

12. Planned Reading

Learning and development are very important because this has to be included in every level that means employee, staff, executives and managers levels. so in here according to employee perspective, we develop fundamentals for sewing to newly recruited employees to simulate what she is going to do in the production flow and those bring the fundamental skills to handle garments, work in the machine, identify the colors and defects etc.

the following are the theories that we used to build the particular learning models for employees as well as staff and management too

 Kolb’s Learning Styles

“Learning is the process whereby knowledge is created through the transformation of experience” (Kolb, 1984, p. 38).

1. Concrete Experience. - a new experience or situation is encountered, or a reinterpretation of existing experience.

2. Reflective Observation of the new experience. - of particular importance are any inconsistencies between experience and understanding.

3. Abstract Conceptualization - reflection gives rise to a new idea or a modification of an existing abstract concept.

4. Active Experimentation - the learner applies them to the world around them to see what results (Saul McLeod, 2017).

VAK Learning Style

This describes the learning using four aspects which the learner can extract the idea of the content more easily.

the relationship of the above main problem and Employee relations, Performance management, employee engagement and design of work.

the next topic is how the employee relations, performance management, employee engagement and design of work relate to the above main problem and how these address on the above main problem. these four topics are addressing a common area of the main problem that is draining the production performance due to absenteeism and employee turnover that means these 3 things are directly aligned with the motivational aspect of the employee so when the motivational aspects are goods for the employee, absenteeisms happen due to employee frustration and turnover happens due to issues in performance management and design of work can be reduced by applying the concepts of these four factors.  

what does employee relations mean?

Employee relations programs are typically part of a human resource strategy designed to ensure the most effective use of people to accomplish the organization's mission. Human resource strategies are deliberate plans companies use to help them gain and maintain a competitive edge in the marketplace. Employee relations programs focus on issues affecting employees, such as pay and benefits, supporting work-life balance, and safe working conditions (Andrea, 2018)

Employment Policy

Adversarial: the organization decides what it wants to do, and employees are expected to fit in. Employees only exercise power by refusing to cooperate.

Traditional: a good day-to-day working relationship but management proposes and the workforce reacts through its elected representatives.

Partnership: the organization involves employees in the drawing up and execution of organization policies but retains the right to manage.

Power sharing: employees are involved in both day-to-day and strategic decision making.

Psychological Contract

The psychological contract refers to the unwritten set of expectations of the employment relationship as distinct from the formal, codified employment contract. Taken together, the psychological contract and the employment contract define the employer-employee relationship.

Originally developed by organizational scholar Denise Rousseau, the psychological contract includes informal arrangements, mutual beliefs, common ground and perceptions between the two parties.

The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract.

Managing expectations is a key behavior for employers so that they don’t accidentally give employees the wrong perception of action which then doesn’t materialize. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity aren’t seen by management as deviant (HRZone, 2010).

so as mentioned above when these factors are not implemented in an organization, absenteeism and employee turnover can be expected and when this situation is escalated, it can't stop draining the performance.

in the other case is performance management. as long as we don't evaluate, review and setting the goals for the employee, they are not properly guided to organizational aspects as well as without doing these basic and asking the performance from them is not ethical and that brings the employee frustration and that implies employees to absent and leave the organization. 

let's look at what the performance management is ;

Performance management

Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.

How to evaluate the Performance

Goal Setting Theory

Goal setting refers to goals being set for the future for subsequent performance of an individual or organizations. The pioneer of goal setting theory Edwin Locke states that when individuals or organizations set more difficult goals, then they perform better. On the other hand, if the set goals are easy then a performance of an individual or organization decreases (Locke & Latham 2006).

In addition, goal setting will help in developing the action plan designed to guide people and organizations. Consequently, this helps in making it a major component of personal development and management literature. Furthermore, many researchers point out that there is a positive correlation between goal setting and improved business and organizational results. This is because goal setting theory encompasses all aspects of building organizations with efficiency (Locke & Latham 2006; Spaulding & Simon 1994; Koppes 2014).

Properties of Goal Setting Theory

1.  Clarity refers to a clear and measurable goal that can be achieved within a specific timeline and within goal setting.

2.  Challenge refers to the goals of being able to achieve a decent level of difficulty, motivating the individual and organization to strive for positive goal achievements.

3. Feedback provides information on the progress towards achieving goals. Individuals and organizations can adjust goal setting according to the feedbacks.

4.  Task complexity makes the achieving of goals easier by laying down process and steps. Goal setting can be achieved by applying all the principle stringently and ensuring that all goals account for the principles (Pamkhuila Shaiza and Indra Giri,2016).

Control theory

Control theory focuses on control mechanism which should be imposed at all levels of an organization. There are different forms of control which an organization can use in order to get the desired results such as:

·         organizational structure,

·         behavioral controls like norms and policies of an organization or

·         performance measurement mechanisms.

Control theory has three types of control systems

1.  Under behavior control, employer monitor and evaluate the actions of the employees on a regular basis, as per the standards of the organization and then reward accordingly.

2.  In case of output control, the performance of an employee is controlled with rewards or sanctions after evaluating it on the basis of organizational standards.

3.  Input control system seeks to control the selection and training process of an employee. However, it is important to ensure the availability of required competencies in the employees as desired by the organization for growth and development (Akanksha Dwivedi and Indra Giri, 2016).

Purpose of the Performance Management

•    Motivation to perform is increased.

•    Self-esteem is increased.

•    The job definition and criteria for job success are clarified.

•  Managers gain insight about subordinates, which helps the manager build relationships with their staff.

 so according to these purposes, we can increase the motivation of employee towards the organizational aspects and also that motivation can be stimulated through employee engagement.

employee engagement

Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.

Employee engagement is based on trust, integrity, two-way commitment and communication between an organization and its members. It is an approach that increases the chances of business success, contributing to organizational and individual performance, productivity and well-being. It can be measured. It varies from poor to great. It can be nurtured and dramatically increased; it can be lost and thrown away.

Importance of Employee Engagement

•      Reduced levels of staff churn

•      Higher productivity

•      Improved attendance

•      Higher customer satisfaction and advocacy

There are three components of employee engagement which are validation, recognition, and feedback, as well as these three, are motivational instruments other than the other motivational aspects.

Validation

Validation is the unconditional recognition of an employee’s intrinsic human value. It is offered regardless of performance and involves listening, caring, and responding from the heart. It is the cornerstone of any relationship, whether inside or outside the workplace.

Recognition

Recognition is conditional praise based on job performance, behavior, and attitude. As a positive expression of appreciation for a job well-done and expectations exceeded, it serves as the bedrock of a high-performance culture. Recognition should be consistent, trustworthy, and frequent.

Feedback

Feedback encompasses periodic, confidential conversations about performance, behavior, and attitude designed to foster an employee’s personal growth and improvement. Feedback provides critical and supportive insight about how their work is viewed by their manager and additional company stakeholders (other teams, vendors, customers).

Employee engagement can be increased using motivational aspects. There are lots of theories which have been declared on motivational aspects.

Levels of engagement

In every organization, employees are acting on these three categories with the increase of the first category, an organization can perform well but when the employees are increasing on the other categories, particular organization’s performance is drained. The respective category is:

•   Engaged employees work with passion and feel a profound connection to their work and company. They drive innovation and move the organization forward.  

•  Disengaged employees are essentially ‘checked out’. They’re ‘sleepwalking’ through their workday putting time (not energy or passion) into their work.

•    Actively disengaged employees aren’t just unhappy at work: they’re busy acting out their unhappiness. These employees can often undermine what their engaged colleagues accomplish.

Ways to increase the Employee engagement

Macey and Schneider Employee engagement strategies

Macey and Schneider leave disengagement to one side and present a framework to delineate three related elements within the construct of employee engagement:

•      Trait engagement

•      State engagement

•      Behavioral engagement

This article also seeks to make progress towards operationalizing the concept by distinguishing engagement from satisfaction.

Through these approaches, we can stimulate the employee motivation so then a bond between employees and organization is built up then that implies to reduce the absenteeism and employee turnover. though these all approaches have been built up in the organization the feeling of motivation will not get into everyone and every level that is nothing but the design of work.

Design of work

when the design of work is implemented properly everyone in every level will be motivated and then it is easy to drive the organization towards its goals. let's look at what the design of work is and how it relates to the main problem. Taylorism and Maslow theory are some of the heavily discussed topics when the design of work is considered.  

Taylorism

Management is a set of activities and behavior in which a superior entity plans, organizes, directs, leads and controls available subordinate entities and other resources to achieve goals ensuring maximum efficiency and gain, through optimal usage of resources 23,27. There has always been a trend towards finding the right approach in defining management. And with the changing nature of business and technology at the modern era to guide and execute a task, management has become an important stream of study, whether defined as exploitation science, engineering techniques, or behavioral theory (Nasir Uddin and Fariha Hossain, 2015).

Maslow theory

The Maslow's hierarchy of needs is one of the best-known theories of motivation. According to the humanist psychologist Abraham Maslow, our actions are motivated in order to achieve certain needs. 

This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other, more advanced needs. While some of the existing schools of thought at the time (such as psychoanalysis and behaviorism) tended to focus on problematic behaviors, Maslow was much more interested in learning about what makes people happy and the things that they do to achieve that aim. As a humanist, Maslow believed that people have an inborn desire to be self-actualized, that is, to be all they can be. In order to achieve these ultimate goals, however, a number of more basic needs must be met such as the need for food, safety, love, and self-esteem. There are five different levels of Maslow’s hierarchy of needs.

  

so as an extract of these theories we can see these are addressing on motivation and efficiency so then we used some points implement motivation aspects in MAS Active ASIALINE, refers to we revisited the incentive schemes and acknowledged every employee about the incentive schemes by displaying boards in every line and also in order to improve the skills of employees, we identified the skill gaps through skill matrics and started a project in order to fill the skill requirements, as well as the employee multi-skilling is an another project that is also aligned to improve the efficiency. 

when the above topics are addressing on improving the skill, efficiency, and motivation then that is going to something like financial transaction so than with the time that motivation reduces if we don't implement the culture that means if we don't address on values that we have to have then disciplinary problems occur so the effort that we gave in order to motivate and skill-up the employee is wasted. so let's look at what the organizational culture is and how its theories are interconnected with the above main problem

Organizational Culture 

Organization Culture is a System of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization develops and maintains a unique culture, which provides guidelines and boundaries for the behavior of the members of the organization (study.com, 2017).

Organization Culture is composed of seven characteristics that range in priority from high and low. Every Organization has a distinct value for each of these characteristics. Members of the organization make judgments on the value their organization places on these characteristics and then adjust their behavior to match this perceived set of values (study.com, 2017).

Characteristics of Organization Culture 

Four Types of Organizational Culture

  Clan Culture 

This working environment is a friendly one. People have common, and it’s similar to a large family. The leaders are seen as mentors or maybe even as father figures. The organization is held together by loyalty and tradition. There is great involvement. 

 Adhocracy Culture

This is a dynamic and creative working environment. Employees take risks. Leaders are seen as innovators and risk taker. Experiments and innovation are the bonding materials within the organization. 

 Market Culture 

This is a results-based organization that emphasizes finishing work and getting things done. People are competitive and focused on goals. Leaders are hard drivers, producers, and rivals at the same time. They are tough and have high expectations. The emphasis on winning keeps the organization together. Reputation and success are the most important. 

 Hierarchy Culture 

This is a formalized and structured work environment. Procedures decide what people do. Leaders are found in their efficiency-based coordination and organization. Keeping the organization functioning smoothly is most crucial. Formal rules and policy keep the organization together. The long-term goals are stability and results, paired with the efficient and smooth execution of tasks (ocai.online.com, 2017).

Organization Culture as “the basic tacit assumptions about how to world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings and their overt behavior.

Three Levels of Organization Culture

1.Artifacts

These “artifacts” are the surface, those aspects which can be easily discerned, yet are hard to understand.

2. Espoused Values 

Beneath artifacts are “espoused values” Which are conscious strategies, goals, and philosophies 

3. Basic Assumptions and Values 

The core or essence of culture is represented by the basic underlying assumptions and values, which are difficult to discern because they exist at a largely unconscious level. Yet they provide the key to understanding why things happen the way they do. These basic assumptions from around the deeper dimensions of human existence such as the nature of human, human relationships, and activity, reality, and truth (csus.edu, 2017).

according to the apparel industry, the working culture is inherited hierarchy, adhocracy and market cultures because it contains most of the characteristics of these three cultures. so by ERB meetings, training programs, and continuous coaching sessions, employees are trained to improve their values and how to implement and share those values in their families as an example we needed implement 5S in our plant then we arranged training on 5S and held a competition between employees to select the best implementation of 5S in their households then that competition was very successful and they took that learning to change their family's culture too. 

so likewise combing the theories and concepts of the above-mentioned topics are heavily used to improve the production targets by improving the skills and managing the absenteeism and turnover. so as a result of that we were able to achieve the monthly standard hours continuously.

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