Organizational Culture And Knowledge Management Essay

Question:

Discuss about the Organizational Culture and Knowledge Management.

Answer:

Introduction

Abu Dhabi National Oil Company is one of the largest oil companies in the world. The company is mostly working for the utilization of or extraction of vast oil and gas reserves. ADNOC is one of the largest energy companies of the world that is measured by both reserves and production. The company mostly function two oil refineries as well as Umm Al Nar. It also has several subsidiary companies in the upstream, midstream as well as downstream sectors. The headquarter of ADNOC is a landmark skyscraper complex situated in Abu Dhabi (Al Murawwi et al., 2014).

Human Resource Audit

ADNOC has a several number of multi-national as well as technical staff. One of the crucial departments of ADNOC is the human resource department. The department has been incessantly working towards rising the percentage of UAE nationals in its labor force. The department provides training programs for both internal workers and for those applicants of UAE who are interested on working with Abu Dhabi National Oil Company. The major activities that the HR department undergoes include job planning, performance appraisal, career enhancement as well as job design and work measurement. There is also a separate department known as the Employee Development Department works in close synchronization with the HR department for career development of the workers (Rai & Victor, 2012).

Human Resource Development at ADNOC

The HRD policies in ADNOC are mostly focused on regular enrollment as well as upholding of the work force for several procedures in the company. The company keeps the accessibility of human resource for an on-going work base under consideration. Under a new plan initiated by the company called Group National Recruitment program that is mainly managed by Group National Recruitment Department (GNRP), the company is presently hiring more workers from UAE. Apart from GNRP, the company is also reliant on economical labor force from the subcontinent of India for general ground works at several levels in the company. The major aim of the company is to improve the skills of the human resource and to make ADNOC a better place to work (Rahman & Sharif, 2014).

There are mostly four parts in which the human resource management department is divided. The first part involves developing workers, the second part is about acquiring workers, the third part deals with their motivation and the last part is retaining of employees. The company mostly follows the ARDM model that will lead to successful HRM practice. With the help of this model, the organization is able to best-qualified employees in the organization. The workers who are associated with the organization are also able to perform the job that fits their skills and abilities. ARDM is very useful to provide diagnostics point of view to HRM (Sovacool, 2016).

Review Progress

According to the National Human Resource Development and Employment Authority, Abu Dhabi National Oil Company has been able to surpass its target in terms of UAE National Employment Drive. The success rate of the company in terms of providing jobs was 100 percent to the local individuals in the UAE. The company as well as its subsidiaries was successful to increase the percentage rate UAE nationals to 50 percent in the labor force. The company was also successful to set an ambitious target of raising this percentage to 75 percent within the next two years. The Emiritization procedure of ADNOC has created various publicity in UAE and across the world (Rao, 2014).

On the other hand, this procedure is also concerned with local and international companies who are associated with ADNOC. The company also provides requisite training to youthful candidates with the help of the training institute that is established by the company. Training is considered as one of the imperative pillar for the company. The company has also tied up with several agencies such as GETEX that helps for planning of career. However, it has also been found that the training and development programs set up by the company are mostly biased towards the UAE candidates (Aswathappa, 2013).

According to the audit, it has been found that the Emiritization policy mostly favors those who belongs to UAE however; for the migrants it is completely a disaster. Hence, the involvement process helps the migrant candidates to generate a feeling of business that helps to understand that injustice is being done and as a result, they leave their job. This is also mostly because; they are not able to find it justifiable that a less appropriate UAE national is rising in front of them. This in turn leads to employee turnover rate that mostly takes place when payments are less (Modarress, Ansari & Lockwood, 2013).

The organization does not follow the best practice, as there were several recognized loopholes in the strategy followed by the company. This mostly because, by following the above mentioned policy the company had to compromise on quality. In other words, many brilliant candidates were rejected on the basis of nationality. However, a variety of unskilled candidates found place in the company due to their UAE origin. Due to the fact that the training and development programs were mostly provided to the UAE nationals, most of the good quality candidates could not take influence of the education and skills at the organization (Krishnamoorthy & Boardman, 2016).

Strengths and Weaknesses

The strengths that are associated with HRM practices audit are that it plays a major role in the success of a company. As a result, it is a very imperative factor that requires to be acknowledged by senior management. It helps to recognize the contribution of human resource management to the company. The Audit also helps to improve the specialized image of the Human Resource department. It motivates uniformity of HR strategies as well as practices and helps to identify critical HR related issues. It helps to diminish human resource cost with the help of more effectual Human Resource Process. The augmented reception of desirable change in the Human Resource department is also created with the help of HR audit (Choi et al., 2013).

The weakness that are associated with HRM practices audit mainly deals with implementation failure. HRD audit can also sometimes be used against HRD department. It can also used by the organization to get rid of some workers from the organization. HRD audit does not provide assessment of individuals but focuses on units and systems. They are also not conducted with adequate time and space (Nicolaescu, 2013).

Corrective Action/ Recommendation

There is a requirement to improve the HRM practice in ADNOC and as a result, the company requires involving new hiring procedure. If the GNRP department is not able to accomplish the requirement through the interior movement, it shall initiate a new hiring procedure. The requisite job profile will be sent to diverse recruitment agencies and it will be posted on the website of the company. The GNRP department will take responsibility for the first round of evaluation by going through the submitted resumes. The short-listed resumes are then required to be sent to the managers of the personal department at diverse related companies.

Then the department managers will examine the profile and select few impending candidates for the deserving position in the company. Either the manager or the superintendent will conduct the interview of the candidate. The GNRP department will conduct the interview of the selected candidates once they receive a green signal from the department. The selected candidates will receive the offer letter only if the GNRP department is convinced with the interview. The HR department also requires to maintain a balance between the expectation of the individuals as well as aspiration of Emiritization policy. The department also requires to make sure that the migrants who are working at ADNOC does not face any feeling of biasness. As a result, ADNOC HR department requires to recompense migrant employees for the Emiritization policy.

Conclusion

It can be concluded that Abu Dhabi National Oil Company provides requisite training to youthful candidates with the help of the training institute that is established by the company. Training is considered as one of the imperative pillar for the company. With the help of ARDM model, the organization is able to best-qualified employees in the organization.

References

Al Murawwi, M. A., Behery, M., Papanastassiou, M., & Ajmal, M. (2014). Examining the relationship between organizational culture and knowledge management: the moderation effect of organizational divisions at an Abu Dhabi Gas company. SAM Advanced Management Journal, 79(2), 48.

Aswathappa, K. (2013). Human resource management: Text and cases. Tata McGraw-Hill Education.

Choi, J. H., Choi, S., Hogan, C. E., & Lee, J. (2013). The effect of human resource investment in internal control on the disclosure of internal control weaknesses. Auditing: A Journal of Practice & Theory, 32(4), 169-199.

Krishnamoorthy, P., & Boardman, B. N. (2016, November). Sustaining High HSE Performance by Effectively Transforming Data into Information-the Al Hosn Gas Integrated HSE Database. In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers.

Modarress, B., Ansari, A., & Lockwood, D. L. (2013). Emiratisation: from policy to implementation. International Journal of Human Resources Development and Management, 13(2-3), 188-205.

Nicolaescu, E. (2013). Understanding Risk Factors for Weaknesses in Internal Controls over Financial Reporting. Psychosociological Issues in Human Resource Management, 1(3), 38-44.

Rahman, F., & Sharif, M. Y. (2014). The Effectiveness of Leadership Development Programs: Developing a Research Framework for the Oil Exploration Companies in Abu Dhabi.

Rai, V., & Victor, D. G. (2012). Awakening giant: strategy & performance of the Abu Dhabi National Oil Company (ADNOC). Victor et al, eds, Oil and Governance.

Rao, T. V. (2014). HRD audit: Evaluating the human resource function for business improvement. SAGE Publications India.

Sovacool, B. K. (2016). Countering a corrupt oil boom: Energy justice, Natural Resource Funds, and S?o Tom? e Pr?ncipe's Oil Revenue Management Law. Environmental Science & Policy, 55, 196-207.

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