A Comparison of Organization Culture in the Department of Culture and

the Arts (DCA) to HR Standards
Background
The Department of Culture and the Arts (DCA) aims at promoting the
lives of all the people in Western Australia by ensuring that Arts and
culture have been utilized towards bringing change among the Australians
in the west. The organization constitute of an approximate of nine
hundred employees who work at different sections with an aim of
achieving DCA strategic goals/objectives. The Department of Culture and
the Arts strategies incorporate public values towards ensuring that
there is a close integration between community, Arts and culture. In
addition, DCA strategic plan is in line with its corporate vision,
mission and as well as with its strategic corporate values. In order to
promote Arts and culture in a more effective manner, the Department of
Culture and the Arts established useful links with schools and other
learning institutions. Whereby, the DCA promotes delivery of high
quality arts education among all young people and children’s. In
addition, DCA had partnered with the community towards ensuring that
culture and arts have become enriched among all members of the society
(Department of Culture and the Arts 2013).
The DCA utilized seventy Million dollars to open a centre for
entertainment in Western Australia. This center consisted of six hundred
seats for the theater and two hundred spaces for the studio. Whereby,
Perth Theater was given the mandate to maintain as well as manage the
entire facility. In a bid to promote Arts and culture in the Screen
industry, the government of Western Australia plans to launch an
Initiative known as West Coast Vision that will help Australian Film
makers to produce their own films at ease. In above connection, the
Australian State government had established a Library in Western
Australia that consist of vital historical letters, diaries and
photographs that might be utilized in research by the researcher as
assisting future generation to understand their cultural heritage.
Additionally, state government had already established a museum,
whereby, four hundred and twenty eight million dollars were utilized to
create a new museum (Department of Culture and the Arts, 2013).
According to Dr Day the Vice chairman of the museum two trustees were
appointed to serve for a term of four years. It has been reported that
the Australian, western museums is one of the largest museums in the
world containing diverse cultural artifacts and hence. Australian people
should be proud of this achievement. Connectively, DCA comprises of
diverse demographic characteristics. Research indicates that serious
planning should be carried out due to demographic dynamism. The
organization comprises of a statistical figure of 60% for people with
50years and above while the population of youth with 25 years stood at
4percent, the original at 2 percent, people with a disability at 2
percent, while that of female working at DCA stood at 80%. This
indicates the comprehensiveness of DCA demographics (Department of
Culture and the Arts 2013).
The Department of Culture and the Arts has been reported to possess a
very fascinating culture in terms of human resource retention. For
example, it has been reported that retired employees always came back to
work as volunteers in the department of culture and arts. This may be
attributed to proper social rapport that being propagates in this
organisation. In addition, Department of Culture and Arts has been
reported to utilize numerous tools in work planning hence, motivating
and encouraging employees productivity. For example, SWOT analysis tends
to be utilized in determining the strength and weakness of the
employees. This intern helps tap a talent that can be developed to
exploit opportunities as well as overcome threats. DCA further conduct
both internal and external environmental analysis whereby, both internal
and external environmental factor affect employees are taken into
consideration during work planning (Mu ashekele, 2002). Additionally,
scenario analysis and employees succession plan are also utilized
towards ensuring effective and efficient work planning. Training and
mentorship have been put forth in order to ensure that whenever an
employee has retired there is always a well trained , as well as a
skilled person to take over the position. This plan helps to ensure that
there is efficiency and higher productivity within and outside the
(Hunger and Wheelen, 2011). Therefore, this study aims to provide a
clique insight on the effectiveness of human resource programs/functions
in the Department of Culture and the Arts and thereafter giving some,
recommendations.
Critique of the effectiveness of HRM function/ program at DCA
DCA’s training of employees has been concentrated on an efficient
staff training already set package aimed at improving their
effectiveness. This is, for instance, equipping the staff with new
skills in order to produce a permanent change of behaviour in the
organization. As much as, such kind of training is necessary, issues,
such as, performance appraisals remain central to human resource
productivity in organizations (Allen, Lentz and Eby2006). Organizations
have for a long time recognized the importance of performance
appraisals, though, in recent years, this has become central to policy
debates and politics in organizations (Pertz and Fried 2012). These
notwithstanding, research have shown that cultural practices in the form
of performance appraisals help in predicting organizational process and
the success managerial practices.
It is worth noting that DCA has employed various management tools used
when devising a strategic workforce plan, such as, environmental
analysis, swot analysis and even scenario planning. As such, if this
organization could adopt the performance appraisal practice, with the
societal culture in mind, it is then bound to reduce the turnover in
absenteeism, and in the process contributing to employees’ approval of
the organization (Pertz and Fried 2012).
In addition to the organization’s five distinct planning processes in
workforce planning, it is worth noting that today organizations are
experiencing generational differences in the demographics of the
employees. This means that the organization should not only use the laid
textbook rules when dealing with such scenarios, but also consider the
cultural backgrounds of the different employee’s demographics (Twenge,
Campbell, Hoffiman and Lance 2010). Any given organization is faced with
retirement of older employees and recruiting younger talent. For DCA, to
efficiently attract and manage the coming younger employees, a clear
understanding of work values of the new generation and how they may
differ from the previous ones is essential.
The organization inquest here uses various management tools such as the
SWOT analysis and demographics to understand the personal requirements
of its workforce. Such a procedure is very much commendable and hence
the need for it to understand the different demographics in the
organization. Generational differences are understood as individuals
born around the same time, as well as who share distinctive social or
historical life events during critical developmental periods in their
life. As such, the youngest generation of today’s workforce, born
between 1980s and 1990s are considered tech savvy, learn quickly, and
like informality (Twenge, Campbell, Hoffiman and Lance 2010). It is,
therefore, essential that the workforce and planning activities further
consider these diversities more seriously.
In line with this, DCA has in mind that a huge part of the older
workforce is expected to retire, in a few years to come. However, the
organization seems not to have a succession plan on how to replace those
employees, in that, management knowledge is maintained only at the top
level. This means that if many employees retire within the next 5 years,
the organization will have to find for individuals for the positions and
train them before the existing knowledge is lost. This means that DCA
has to come up with a succession plan that suits its diversity of
employees.
DCA should incorporate a succession plan that involves succession to key
managerial and professional positions, as wells as incorporating
diversity. The incorporation of diversity should be done in order to do
away with underrepresentation of women and minorities in key positions
(Greer and Virick 2008).Recent surveys have further highlighted the
importance of diversity practices for increased organizational
competitiveness. This has been seen in the facts that, with succession
planning, robust succession plans are produced, hence providing a
strategic focus for the development of a diverse workforce. This means
that with such linkage, the planned succession of diverse talent
provides options for strategy formulation, for instance, pursuit of
growth in diverse and global markets, while strategy implementation and
operations benefit from flexibility provided by a deeper talent pool
(Horwitz, Heng, Cand and Quazi 2003)
The mentorship program at DCA is an informal concept, which is almost
implemented as a standard procedure. The importance of mentorship in
workforce planning in development cannot be underestimated in any way,
hence the need for DCA to adopt a highly productive mentorship program.
Recent research shows that several critical gaps in formal mentoring
procedures still remain. Present day study addresses the relationship
between a variety of perceived program characteristics, the mentoring
behavior and mentorship quality. It is paramount that DCA employs a
mentorship program that allows the person being mentored feel as if they
have an input in the whole process (Greer and Virick 2008). For the
mentorship program to be more effective, it is necessary that in
informal mentorships both the participants (the mentor and his
protégé) select each other for a relationship.
In the same line, it is necessary that DCA motivates and retains
knowledgeable employees. This is because retaining knowledge workers in
a knowledge-based and tight labor market, characterized by changing
knowledge management compounded with global convergence of technology
has redefined the nature of work. As such, effective HR strategies and
practices for such initiatives in DCA require that the organization
finds a basis for attachment and retention of knowledgeable employees,
which includes compensation on the quality of work (Horwitz, Heng, Cand
and Quazi 2003).
Because specialized workforce is hard to find, DCA recruits
internationally so as to have a bigger pool of talent available. Skilled
workers are hard to replace though, and to find someone new might take
some considerable amount of time. This means that the company has to
adopt certain training procedures that will work best for its diverse
employee base. DCA should adopt both the lateral and vertical transfer
of training methods. In lateral transfer, DCA should spread its skills
to new recruits over a broad set of situations at the same level of
complexity or difficulty in all organizational levels (Allen, Lentz and
Eby2006). The organization could, on the other hand, adopt vertical
transfer, whereby, acquired skills affect the acquisition of a
remarkably complex or superordinate skill. This will see employees gain
general knowledge of what their specific duties are, hence shifting from
a direct thinking of duties to a general and diverse one
Recommendations
Overall workforce planning and development at DCA should be improved to
set levels to cope with emergent demands, such as dealing with the
current generation employees. DCA currently focuses on short term
planning. However, the organization should adopt long-term workforce
planning to prevent future shortage of manpower that would delay
achievement of their goals. I also recommend a mixture of both formal
and informal mentorship programs that would preserve and enhance the
knowledge management system. Informal mentorship programs bring the
aspect of willingness and a feeling of inclusion in the process, hence
making it effective to certain extents. However, formal mentorship
should not be ignored considering that it increases greater
organizational commitment, and seriousness in the task ahead.
In the training program, DCA should continue to advance its strategies
in training to convey knowledge and skills to future workforce as well
as adopting succession strategies aimed at providing necessary skills by
eliminating workforce gaps. Additionally, DCA’s failure in having a
defined succession plan has been detrimental to some extent and hence
the need to incorporate one in their HR management practices. Such
strategies should be done through internal training and development as
well as global recruitment. This further helps the company maintain its
culture as a universal employer.
Conclusion
It is significant that DCA adopts all these strategies in order to
ensure a smooth flow of operations as well as a fine transition of
employees. as well as management systems when individuals retire or
leave the organization. Moreover, a full implementation of the
mentorship, training and succession planning programs will significantly
elevate DCA’s operations for its continued growth.
Reference List
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Mentorship Quality Associated With Formal Mentoring Programs: Closing
The Gap Between Research and Practice. Journal of Applied Psychology.
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Blume, B.D, Ford,K.J, Baldwin, .T.T and Huang, J.L (2010). Transfer of
Training: A Meta-Analytic Review. Journal of Management.
36(4):1065-1105.
Department of Culture and the Arts. (2013).About DCA. Government of
Western Australia. Retrieved :< http://www.dca.wa.gov.au/About-US/ > [on
29th October 2013].
Greer, C.R and Virick, M. (2008) Diverse Succession Planning: Lessons
From The Industry Leaders.Wiley Periodicals, Inc.
Horwitz, F.M, Heng, T.CandQuazi, H.A (2003) Finders, keepers?
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Hunger, J. D., and Wheelen, T. L. (2011). Essentials of strategic
management. Boston, Prentice Hall.
Jiang,K., Lepak, D.P., Hu, J, and Baer, J.C. (2012) How Does Human
Resource Management Influence Organizational Outcomes? A Meta-Analytic
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55(6):1264-1294.
Mu ashekele, H. (2002). Report: vision 2030: working group, two: theme,
Peace and political stability. [Windhoek], National Planning Commission.
Pertz, H. and Fried, Y. (2012).National Cultures, Performance Appraisal
Practices, and Organizational Absenteeism and Turnover: A StudyAcross 21
Countries. Journal of applied psychology. 97(2): 448-459.
Twenge, J.M, Campbell, S.M, Hoffiman, K.B and Lance, C.E. (2010)
Generational Differences InWork Values: Leisure And Extrinsic Values
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Interview Synopsis PAGE * MERGEFORMAT 11
Interview Synopsis of DCA 1

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