Text 14. Human Resource Management. Personnel Management

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall define personnel management as being: “a series of activities which: first enable working people and their employing organizations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled"). While Miller suggests that HRM relates to: "...those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage".

Human Resource management is evolving rapidly. It is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. Its features include: personnel administration, personnel management, manpower management, industrial management^.

The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company.

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function: Strategic business partner, Change agent, Employee champion, Administrative expert.  

However, many HR functions these days struggle to get beyond the roles of administrative expert and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.

The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

 

Exercise 10 2 . Answer the questions.

1.  What are the most valued assets of an organization? 2. What is human resource management? 3. How is personnel management defined? 4. What is the goal of HRM? 5. What does the academic theory of HRM state? 6. What are the main fields for HRM function? 7. How are employees considered by HRM? 8. What do workplace management techniques require? 

 

Exercise 10 3 . Give Ukrainian equivalents.

To manage a workforce, industrial management, strategic direction, recruiting, to fulfill, competitive advantage, to ensure a fit, to add value, varying goals, resources needed, operating practice.

Exercise 104. Find English equivalents.

Цінні активи, досягнення цілей, стратегічні цілі, притягувати працівників, робочі відносини, впровадження стратегій, основна передумова, позитивна думка, головна перешкода, інноваційний погляд, виконувати завдання, зменшення ризику.  

 

Exercise 10 5 . Study fields for the HRM function.

Strategic partners	translate business strategy into action. They systematically assess and align HR practices with business strategy. Organizations have numerous systems. The ability to design, integrate, and operate these systems is the essence of effective organizations. Building new organizational capabilities calls for performance management programs aligned with the desired outcomes. Deliverable/outcome: executing strategy.
Administrative experts	improve processes, apply the principles of reengineering business processes to HR processes, rethink value creation, rethink how work is performed, and measure human resources results in terms of efficiency (cost) and effectiveness (quality). Deliverable/outcome: building an efficient infrastructure.
Employee champions	listen and respond to employees and find the right balance between demands on employees and resources available to employees. They promote employee contributions. Deliverable/outcome: increasing employee commitment and capability.
Change agents	understand the theory and apply the tools of change. They lead transformation by doing it first within the human resources function. They serve as catalysts for change, facilitators of change, and designers of systems for change. Deliverable/outcome: creating a renewed organization.

 

Exercise 10 6 . Translate into English.

1.  Менеджери виконують різноманітні функції, але найбільш важливим аспектом їхньої роботи є правильне використання людей. 2. Дослідження доводять, що продуктивність праці тісно пов’язана з мотивацією. 3. Для того, щоб мотивувати працівників досягати цілі компанії, менеджери повинні усвідомлювати їхні потреби. 4. Заробітна платня, робочі умови і гарантія зайнятості не забезпечують первинну мотивацію для багатьох працівників. 5. Мотивація зростає тоді, коли робота відповідає потребам особи у навчанні, самореалізації і особистому зростанні. 6. Поліпшуючи якість робочого життя за допомогою задоволення особистих потреб працівника, менеджери роблять спробу спрямувати поведінку працівників на цілі компанії.

 

Exercise 10 7 .  Learn the following words and word combinations.

disagreement	– непогодження, розбіжність думок
resource allocating	– розподіл ресурсів
measurement	– нормування
evaluation	– оцінка
recruiting	– наймання; прийом на роботу
staffing	– укомплектування штатів
performance appraisal	– оцінка професійної діяльності, роботи
expertise	– знання і досвід
commitment	– прихильність, вірність (принципам)
input	– надходження (даних, нової інфор­мації)
vigorously	– наполегливо
to pursue	– шукати
attendee	– присутній

 

Exercise 10 8 . Read, translate and give the gist of text 15.

 

Text 15. Future Challenges to Airline Management in Human Resource Management

The seminar "Future Challenges to Airline Management in Human Resource Development" was organized by IATA to focus specifically on the importance of Human Resources in the success of airlines and the particular problems of Human Resource development in developing countries. Without question, the seminar was considered a success by the participants and organizers.

With the wealth of information presented and the opportunities available for follow-up discussion with participants and speakers, drawing specific con­clusions from the seminar might be considered somewhat risky. However, there would be little disagreement on the following general conclusions.

Human Resources must be managed as part of the total corporate re­sources, and included in key processes, such as strategic planning, objective setting, resource allocation, measurement and evaluation. Management must pay particular attention to the inclusion of human resource considerations in all key corporate strategies so that recruiting processes, training plans, com­pensation, staffing, and performance appraisal are all integrated with the de­fined needs of the corporation and its cultural environment. Therefore, hu­man resource development cannot rely solely on "package" programmers: each organization will need to apply its own expertise to develop practical, appropriate programmes for human resource development.

Given this need, a continued commitment to sharing information, train­ing technology, and development opportunities is necessary as part of the Programme for Developing Nations' Airlines. To support IATA's role as a facilitation and support organization for human resource development, ef­forts should be made to:

- obtain regular input from airlines in all stages of human resource de­velopment;

- provide regular information to member airlines on human resource development issues, through the creation of a central "data bank" and the use of good quality, regular communication devices (bulletins, magazines, etc) with interested airlines and other groups;

- continue to minimize the cost and effort of individual airline pro­grammes for human resource development by coordinating activities and facility utilization;

- establish "working groups" on issues of importance to regional or other coalitions of airlines for problem definition and resolution.

On the important question of funding, the participants recommended that Member airlines and IATA vigorously pursue sources of funds from gov­ernments and other funding agencies and organizations, including industry suppliers, for use by all IATA airlines and particularly airlines in developing nations.

The participants recommended that a presentation be made at the next meeting on human resource development issues for their consideration and discussion to ensure proper and continuing strategic attention to this ongoing project.

The attendees recommended that specialists in Member airlines should do all possible to develop their own functional expertise and, equally impor­tant, their general business expertise to better support the overall organiza­tion objectives in their respective airlines through human resource develop­ment practices.

These recommendations are offered as input from the seminar for fu­ture planning.

 

Exercise 109. Find English equivalents.

Зосереджуватися на, велика кількість інформації, робити висновки, ключові процеси, встановлення цілей, питання про трудові ресурси, застосовувати власний досвід, розвиток можливостей, регулярне надходження, мінімізувати витрати і зусилля, визначення проблеми, фінансування, забезпечувати увагу, шукати джерела фондів, промислові постачальники.

 

Exercise 1 1 0. Put key questions to the text.

Exercise 11 1 . Find all participles in the text and analyze their functions in the sentence.

Exercise 11 2 .  Learn the following words and word combinations.

performance appraisal	– оцінка результатів діяльності
tools	– засоби, методи
improvement plans	– плани з поліпшення
rolling appraisal	– постійне, безперервне оцінювання
implement	– впроваджувати
holistic process	– цілісний процес
scalar rating system	– скалярна система оцінювання
score	– співставляти
attribute	– ознака
feedback	– зворотний зв’язок
reinforcement	– укріплення, посилення
capital value	– вартість основного капіталу
emphasis	– наголос, акцент

Exercise 11 3 . Read, translate and give the gist of text 16.

 

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