Symbolic management of human resources

Abstract

This article begins with the observation of three recent and interrelated trends in management: corporate advertising, internal marketing, and strategic management of human resources. The basic argument is that these trends indicate a shift in managerial focus, from the management of human resources to the management of symbolic resources. Symbolic resources are here seen as symbols, metaphors, images, etc., which in a condensed form represent complex organizational phenomena, and which can be developed and utilized to guide strategic corporate action. There are four types of “symbolic resources” that seem to be particularly powerful: historical resources (i.e., elements of the corporate saga or epic), basic values and ideologies (as expressed in the corporate policies), particular activities and events (as anniversaries and celebrations), and finally, the company lifestyle (or ethos).

Marketing as auto‐communication

“…In contemporary society where signs and significations are volatile, the continuous production and display of symbols of identity and community has become extremely important for organizations and their members (Christensen 1995). As Berg (1986) and Olins (1989) point out, identity is probably more important for contemporary organizations than their product. Without a sense of belongingness and internal pride, organizations may have difficulties motivating their employees and recruiting new competent personnel (Hebert 1987).…”

The influence of organizational image on college selection: what students seek in institutions of higher education

“…Although image has been defined as the perception of an organization held by both internal and external publics (Margulies, 1977;Scott & Jehn, 2003), or the views that organizational members believe outsiders hold of the organization (Dutton & Dukerich, 1991;Dutton et al, 1994), for the purposes of this discussion organizational image is considered to be the views and perceptions of an organization held by non-members exclusively (Berg, 1986;Hatch & Schultz, 2002). Image is created by an organization to persuade outsiders that the organization represents specific and desirable characteristics.…”

Leadership as Social Integrative Action. A Study of a Computer Consultancy Company

“…The members accept and support the ultimate purpose of the organization: its mission. You can say that an organization is 'value-driven' rather than 'control-driven' through formal means (Berg 1986). Leadership is, to a considerable degree, carried out by means of ideas rather than instructions (Beck6rus.…”

“…(Subsidiary Manager) A leadership style that contributes to satisfactory social relations and interaction, both within and outside normal working time, provides a base for good fellowship and, to some extent, also an identification with the company, as well as a social-emotional background resource for project groups, which facilitates their smooth functioning and counteracts conflicts between the members. An important aspect of the creation of social togetherness and strength, is to manage the company as a collective and not only as a group of individuals (Berg 1986). It is important for the leader to emphasize the collective at least as much as the individual employees.…”