How to realize the matching and coordination between corporate culture and human resource strategy

What kind of human resource management strategy an enterprise should adopt is based on what kind of culture the enterprise has. When choosing and judging management strategy, managers can first analyze and investigate what type of corporate culture belongs to, and adopt corresponding human resources strategy to match it accordingly; On the other hand, we can also improve the corporate culture by investigating the existing human resources strategy of the enterprise and realize the coordination and matching between the two. As the "soft power" of enterprises, the role of enterprise culture and human resource management in the implementation of enterprise strategy has been paid more and more attention. Michael e. porter, a professor at Harvard Business School, emphasized the importance of matching corporate strategy and culture in competitive advantage, pointing out that corporate culture itself is not good or bad, and the acquisition of corporate competitive advantage lies in the matching of human resource strategy and culture. Therefore, the matching of corporate culture and human resource management has become the key issue of enterprise competitiveness. It is necessary to construct a theoretical framework that reflects this kind of coordination and matching, so that enterprise managers can implement it in management practice. 1. "Corporate culture" is the soft power of enterprise development. What is corporate culture? Among many understandings of corporate culture, the most representative one is Schein's definition (1985), which holds that corporate culture is formed through social practice under certain social and economic conditions, followed by all members, and has shared values, professional ethics, codes of conduct and norms. Corporate culture is the characteristic of an enterprise, which can be used to distinguish different enterprises, and the cultural characteristics between enterprises are also very different. Regarding the classification of corporate culture, scholars try to reveal the similarities and differences between different enterprises from different angles. For example, Quinn (1994) divides corporate culture into four categories according to whether it is extroverted or introverted and its flexibility and stability, namely, developmental corporate culture, market corporate culture, bureaucratic corporate culture and family corporate culture. Fons trompenaars and Charles Hampden-Turner (2011) distinguish corporate culture from "individual-task" and "equality-hierarchy", and classify abstract and difficult-to-quantify multiculturalism into four corporate cultures: incubator, missile, family and Eiffel Tower. Incubator culture is a people-oriented culture that emphasizes equality. Missile culture is an equal and task-oriented culture, and the goal of the organization is to complete the task of the team. Eiffel Tower culture is a stable, predictable, safe, routine and reliable corporate culture. There is a hierarchical organizational structure within the organization, and employees at all levels have clear responsibilities and can accurately complete routine work. In family culture, business owners are equivalent to "parents" and employees are equivalent to "children", so we should respect the elderly. Family culture is also a people-oriented culture, which emphasizes "who" rather than "what to do". This culture is warmer and friendlier, and the formation of a team is based on mutual trust among members. This classification method is systematic and comprehensive, and can be used as the basis for building the strategic relationship between corporate culture and human resource management. 2. Human resource management strategy and its classification The content of human resource management strategy involves the recruitment, motivation, training and performance appraisal of employees. Like corporate culture, human resource management strategies of different enterprises are also different. Scholars at Cornell University in the United States divide corporate human resource strategies into three types. The first is the induction strategy. Enterprises attract high-quality talents through high salaries and generous compensable factor, not through their own training. Under this strategy, what attracts employees is high salary and welfare, which makes the labor cost of enterprises higher. Second, investment strategy, mainly through training to obtain high-quality employees. Managers pay attention to the support, training and development of employees, regard employees as the best investment targets of enterprises, give employees personalized care and create a fair and harmonious growth environment for employees. The third is participatory strategy, which pays attention to employees' sense of ownership, gives employees more power, and attaches importance to stimulating employees' enthusiasm and initiative. Under this strategy, the manager's job is to provide advice and help to employees, and employees enjoy greater autonomy in their work. Schuler gave another classification of human resource strategy in 1989. Human resource strategy can be divided into three types from time latitude. The first is the cumulative strategy, which looks at human resource management from a long-term perspective, pays attention to the cultivation and development of talents, and obtains suitable talents through strict recruitment and selection procedures. The goal of training is to maximize the participation skills of employees and tap their greatest potential. The second is utility strategy, which looks at human resource management from a short-term perspective and provides little or no staff training. Enterprises hire employees based on the high skills that employees can use and are suitable for specific positions, not on the loyalty or commitment of employees. The third is auxiliary strategy, which is between cumulative strategy and utility strategy. No matter what kind of human resources strategy is adopted, it needs the unanimous consent of enterprise managers and employees. The basis of this recognition comes from the coordination and matching of culture and strategy. 3. Matching and Coordination between Corporate Culture and Human Resource Strategy There are three different views in western academic circles on the relationship between corporate culture and human resource management strategy and their causal relationship. Firstly, corporate culture affects human resource management; Second, human resource management affects corporate culture; The third is the relationship between them. Any of these viewpoints can be supported by a lot of empirical evidence. Although there is controversy about the causal relationship between them, almost all scholars agree that they should be matched to maximize their respective functions. For example, lismen confirmed that some dimensions of corporate culture interact with human resource management practices, thus affecting company performance; McAfee and others believe that maintaining the consistency of corporate culture and human resource management policies is the prerequisite for the success of supply chain strategy. The enterprise culture of incubator is suitable for adopting investment-oriented human resource strategy. "Incubator" is a metaphor for cultivating vitality and innovation. The outstanding feature of this cultural type is to attach importance to talents and encourage innovation. Investment-oriented human resources strategy attaches importance to the investment, training and development of employees, which is a long-term oriented strategy and can fit the corporate culture of incubators. Specifically, enterprises can adopt strict recruitment procedures to recruit suitable candidates from outside the enterprise, and the principle of selecting candidates should be to emphasize ability, development potential and creativity rather than experience and skills. Ensure that every new employee has the same starting point and provide a level playing field for every new employee. Design personalized training programs for employees, and pay attention to tapping employees' potential and creativity. Spiritual encouragement is more used to motivate employees, give them enough trust and authorization, stimulate their enthusiasm and creativity, and motivate them to work hard by sketching out a beautiful vision for the future of the enterprise. The evaluation of employee performance should not only pay attention to the work results, but also pay attention to the process of completing the work tasks. Missile culture is a task-oriented culture, which does not pay attention to the long-term investment and training of employees, and matches the utilitarian-oriented human resources strategy of "coming at the call and being able to fight". Enterprises usually recruit experienced professionals from inside and outside the enterprise, who are competent for specific jobs. Training is usually carried out for specific tasks, aiming at helping employees improve their ability to solve specific problems. The main basis of employee performance appraisal is the completion of work quota, and corresponding material rewards are given accordingly. "Bureaucratic" corporate culture emphasizes obeying orders and respecting authority, which matches the attractive human resources strategy. Enterprises that implement this human resource strategy pay more attention to employees' experience, skills and attitude towards authority when recruiting employees through internal and external channels. Employees' job skills are rarely trained, but their communication skills and interpersonal skills may be trained accordingly. The performance appraisal of employees is mainly based on the degree of completing the specific work requirements, and the corresponding material rewards and punishments are carried out accordingly. Family-style corporate culture is a corporate culture based on the feelings of organization members. This corporate culture pays attention to humanistic care, mutual trust and mutual assistance, and is suitable for participatory human resources strategy. Enterprises tend to recruit employees from within the enterprise, especially those in important positions. Selection mainly depends on the qualifications of employees, loyalty and commitment to the enterprise. Employees generally have greater autonomy in their work, and the management of enterprises plays the role of "consultant" in the process of employee training and development, and employees can consult them at any time when they encounter problems in their work. The evaluation of employees' performance in enterprises mainly adopts the method of personality traits, focusing on the extent to which employees have some personality traits that are considered to be very beneficial to the success of enterprises, such as morality, work enthusiasm, team consciousness and so on. The main way to motivate employees is to create a harmonious and warm working environment for employees and increase their sense of belonging and identity with the enterprise.