Dynamic Interactions: The Synergy between Organizational Behaviour and HRM

Abstract

This paper explores the dynamic interplay between Organizational Behaviour (OB) and Human Resource Management (HRM). It aims to demonstrate how the synergy between these disciplines enhances organizational performance, employee satisfaction, and overall workplace efficiency. Organizational Behaviour focuses on understanding and managing individual and group behaviour within organizations, while Human Resource Management deals with the strategic management of people to achieve organizational goals. The integration of these fields provides a comprehensive approach to addressing workplace challenges and optimizing outcomes. By examining theoretical frameworks such as Contingency Theory, Systems Theory, and the Resource-Based View, this research elucidates how integrated OB and HRM strategies can be tailored to fit specific organizational contexts. Empirical studies reviewed in this paper indicate that organizations with aligned OB and HRM practices tend to experience higher levels of employee engagement, better organizational culture, and more effective leadership development. These factors collectively contribute to enhanced productivity, lower turnover rates, and increased job satisfaction. The paper includes a mixed-methods approach, combining quantitative surveys and qualitative interviews, to gather data from HR professionals, managers, and employees across various industries. The findings reveal several key areas of interaction between OB and HRM, such as the alignment of recruitment strategies with organizational culture, the incorporation of motivational theories into performance management, and the application of leadership theories to leadership development programs. These integrated practices help in creating a more cohesive and motivated workforce, capable of driving innovation and achieving strategic objectives.