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What is the significance of this clip with regard to Pixar’s culture? Additionally, consider the experience of DaVita, the kidney-dialysis provider (Links to an external site.) that experienced a “remarkable business turnaround driven almost exclusively by a transformation of how it approached the people side of the business” (bold added for emphasis). In particular, “Everything Speaks,” one of the organization’s core culture themes, suggests that even the most trivial issues (e.g., how colleagues communicate with one another, small gestures of individual kindness or selfishness) send huge signals about the health of the entire organization. Given that human resource management (HRM), the policies, practices and systems that influence employees’ behavior, attitudes, and performance, involve “people practices” and that these practices support the organization’s business strategy, companies with effective HRM, employees and customers tend to be more satisfied, and the companies tend to be more innovative, have greater productivity, and develop a more favorable reputation in the community (Noe, page 2 in textbook). Furthermore, research has demonstrated that HRM practices have economic value (i.e., capital—cash, equipment, technology, and facilities) instead of the traditional perception by managers and economists of being a necessary expense. For example, did you know that engaged and enabled employees deliver bottom-line results? Specifically, employees who are highly engaged (through communication and leadership) and highly enabled (through careful selection for well-designed jobs with adequate resources and training) result in 4 ½ times greater growth in revenues and 54% higher customer satisfaction. Thus, HRM is critical to the success of organizations because human capital has certain qualities that make it valuable. That is, “Employees in today’s organizations are not interchangeable, easily replaced parts of a system but [are] the source of the company’s success or failure” (Noe, 4). So, in terms of business strategy, an organization can succeed if it has a sustainable competitive advantage. Organizations need the kind of resources that will afford them such an advantage.

What is the significance of this clip with regard to Pixar’s culture?

Additionally, consider the experience of DaVita, the kidney-dialysis provider (Links to an external site.) that experienced a “remarkable business turnaround driven almost exclusively by a transformation of how it approached the people side of the business” (bold added for emphasis). In particular, “Everything Speaks,” one of the organization’s core culture themes, suggests that even the most trivial issues (e.g., how colleagues communicate with one another, small gestures of individual kindness or selfishness) send huge signals about the health of the entire organization.

Given that human resource management (HRM), the policies, practices and systems that influence employees’ behavior, attitudes, and performance, involve “people practices” and that these practices support the organization’s business strategy, companies with effective HRM, employees and customers tend to be more satisfied, and the companies tend to be more innovative, have greater productivity, and develop a more favorable reputation in the community (Noe, page 2 in textbook).

Furthermore, research has demonstrated that HRM practices have economic value (i.e., capital—cash, equipment, technology, and facilities) instead of the traditional perception by managers and economists of being a necessary expense. For example, did you know that engaged and enabled employees deliver bottom-line results? Specifically, employees who are highly engaged (through communication and leadership) and highly enabled (through careful selection for well-designed jobs with adequate resources and training) result in 4 ½ times greater growth in revenues and 54% higher customer satisfaction.

Thus, HRM is critical to the success of organizations because human capital has certain qualities that make it valuable. That is, “Employees in today’s organizations are not interchangeable, easily replaced parts of a system but [are] the source of the company’s success or failure” (Noe, 4). So, in terms of business strategy, an organization can succeed if it has a sustainable competitive advantage. Organizations need the kind of resources that will afford them such an advantage.