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World Academy of Science, Engineering and Technology
International Journal of Economics and Management Engineering
Vol:2, No:5, 2008
Communication and Human Resource
Management and its Compliance with Culture
D. Charvatova, and C.G. van der Veer
which is an important area of economical and corporate
Abstract—According to the conception of personnel reality, and to compare the findings with theories on efficient
management, human resource management requires efficient use of communication outlined in the publications analysed.
human resources. This is ensured by various activities directed For the purposes of comparison and evaluation of theory
towards the area of management. Among these activities there are for and practice in the field of communication, a sociological
example the recruitment of employees, development, strengthening survey has been carried out concentrating on communication
of relations, mutual inspiring, implementation of correct working between superiors and subordinates in companies operating in
processes and systems used by individuals or groups.
the Czech Republic.
Keywords—Communication, company, customers, employees, The survey has been carried out according to the rules laid
human resource management, manager, organizational structure, down and described in special publications and has observed
personnel management, strategic management.
the basic methodological principles and requirements for this
I. INTRODUCTION type of survey. The technical literature provided important
advice and a framework helping the author to refrain from
ERSONNEL management deals with the development of distortions and inaccuracies. The survey utilised both
P
human resources and performs the role of a multiplier of qualitative and quantitative methods.
one of the inputs that the company needs to meet its goals.
The main purpose of human resource management therefore III. O
UTCOMES AND DISCUSSION
lies in the preparation of job descriptions and the A large portion of problems companies face is connected
establishment of working conditions suitable for the with the quality of human resources and efficient
development of human resource potential. This is a kind of communication. Researches have revealed that an average
support which takes into consideration changes in corporate employee exploits only 50 percent of his capacity and this
culture and philosophy and encourages colleagues to be more figure can be either increased or decreased by motivation,
committed to company goals and strategies and to identify targeted development and efficient communication.
with company philosophy. Moreover, strong corporate culture Management can expect maximum return on investment in
and correctly defined strategy significantly contribute human labour if it uses the human potential offered by
to integration, co-ordination and motivation of individual
employees, their initiative and improvement of quality of employees, keeps all employees well informed and makes
work. It strengthens their loyalty and responsibility with them participate in company goals and projects. Management
respect to their company. It is not an easy task to set visions bears a great deal of responsibility as their attitude to human
and goals that would match the goals and expectations of resources reflects in their satisfaction and performance. Just
employees and meet the expectations of customers. Personnel like corporate culture, successful human resource management
management respects an approach in which market orientation must cover all the employees of the company as each of them
starts and ends with people and employees can listen to makes decisions that, in the final stage, determine the
market signals identify trends, wishes of customers as well as fulfilment of company goals. Various forms of co-operation
their dissatisfaction and complaints. For the information to between employees and groups encourage communication in a
reach the company management, it must be communicated. At specific way. Just for illustration, it is possible mention
the same time, the management must be willing and several communication tools of personnel management, such
International Science Index, Economics and Management Engineering Vol:2, No:5, 2008 waset.org/Publication/12223competent to listen to the information and requested changes as meetings, teamwork, quality teams, brainstorming. The
and to interpret them. This requires a qualified employee objective of personnel management is to decide on a suitable
accepting the corporate culture, i.e. correct decisions of form of the above presented tools, motivation, development
personnel management. and assessment that promote the efficiency of co-operation
OALS AND METHODS [8].
II. G With regards to the fact that communication is not a purely
The goal of the survey is to describe the selected part of inborn skill and ability, it is necessary to develop it. The
company reality from the point of view of communication, theory of personnel management therefore uses a growth
management model. New employees are the most open and
International Scholarly and Scientific Research & Innovation 2(5) 2008 558 scholar.waset.org/1307-6892/12223
World Academy of Science, Engineering and Technology
International Journal of Economics and Management Engineering
Vol:2, No:5, 2008
require positive approach. To achieve satisfaction with work, Successful communication is based on qualities a good
several requirements must be satisfied. First, the work must be manager should possess:
adequate and demanding. The second and rather important Tactfulness – this is connected with one of typical human
requirement is its attractiveness. The third requirement is to characteristics and needs – the feeling of importance and
create a pleasant and efficient communication climate. All usefulness. If a superior shows interest in his subordinates and
three requirements are long-term in character and should be co-operates with them, his subordinates will be more open in
applied as soon as the employee joins the company. If terms of communication and co-operation.
employees are provided adequate and good-quality initial Constructiveness – one of the preconditions of good and
training, they are much more motivated to perform their work open communication is the trust of subordinates in their
[1]. Simultaneously, they are more likely to stay with the manager’s ability to clearly define tasks, responsibility, the
company, are more productive and their activities contribute extent of responsibility and standards to be achieved.
to the increase of the company turnover or profit. Regular Otherwise, it is difficult for employees to offer or receive any
training and education are key factors in improving feedback since they do not understand what is generally
performance, motivation, enthusiasm, and commitment. recognised as being correct. It is based on a structured
Despite that companies are reluctant to invest in their human communication process which ensures that no redundant
resources. Briann Tracy supports this by stating that an information is communicated, or, on the contrary, no key
average company spends 85 percent of its variable wage costs, information is omitted.
but less than one percent on employee training although Freedom to perform – another prerequisites and a guarantee
surveys have shown that quality training improves of better communication is the freedom which the superior
performance and return on investment in ratio 30:1. While the gives to his subordinates with respect to the performance of
majority of companies focus on qualification management as the assigned task. Success requires freedom. Freedom is a key
regards the development of human resources, the course of motivator for accepting and conveying information. This
current events increasingly requires knowledge management. simultaneously means to delegate responsibility for the quality
Experts see the strategic perspective of company education of performance of the whole task and decision-making
and development in the maximum possible exploitation of powers. Superiors must provide all colleagues with clear
human resource potential available in the company. This information regarding the level of freedom they are granted
requires thorough development through regular training, with respect to the entrusted tasks.
workshops, common company events, regular and structured Responsibility awareness – the following should be
motivational experience, regular feedback and critical communicated: loyalty, responsibility, authority, performance
measures, support, trust and expectations.
evaluation, responsibility awareness and jobsheet
transparency. All the mentioned management tools are Good general knowledge - to manage activities and
important areas significantly influencing in-company decisions, it is necessary to know who the information and
communication and are therefore dealt with by personnel facts are designed for and where they can be obtained. The
management. theory of management through exceptions explains this rule in
Personnel management covers the issues of internal more detail. It is based on the principle of communication
communication in a very broad sense. Specialized literature restricted to exceptions, deviations, differences, discrepancies
describes several other areas and approaches mentioning and exceptional successes or failures.
communication in connection with companies. Most of them, Positive self-perception – the building of positive self-
however, analyse communication from a very narrow confidence is based on the management of relationships. It
perspective of the internal events and neglect the overall recommends communication of positive self-respect and the
impact of communication on the efficiency of a professional feeling of importance. People need to know how their work is
company or organisation. evaluated. It is important for the manager to dedicate enough
time to his subordinates to explain all the critical points, to
Approaches to Communication Based on Personality Types give instructions and arrange details, to pardon unimportant
These approaches focus on personality typology and aim at problems and distinguish them from crucial matters. Positive
determining differences in communication based on specifics self-perception is closely connected with growth management.
International Science Index, Economics and Management Engineering Vol:2, No:5, 2008 waset.org/Publication/12223of each personality. Each personality type requires a specific For their development, employees require a number of
way of communication that influences the personality. Each impulses, such as freedom, control, feedback, respect, friendly
personality type requires a specific way of communication atmosphere and positive trust. Many barriers are created only
that influences the personality’s performance. The approaches based on the incorrect assumption that the employee is not
generally apply to social life or deal with communication of able to perform the given duty or assignment.
superior managers, i.e. try to define the personality of the With respect to the above said, it is imperative to realise the
manager with respect to communication effectiveness. The key aspect of company development, which is the so-called
theories mention a number of characteristics of a manager and stable system of communication expectations. This means
typology is used as a tool facilitating managers to utilise their expected and predictable communication behaviour which is
communication and leadership skills. the cornerstone of a communication system. Furthermore, the
International Scholarly and Scientific Research & Innovation 2(5) 2008 559 scholar.waset.org/1307-6892/12223
World Academy of Science, Engineering and Technology
International Journal of Economics and Management Engineering
Vol:2, No:5, 2008
approach based on expectations is very important since build on freedom and motivation of employees. Employees
people, as many surveys show, tend to do what they are who are in contact with customers have to be able to explain
expected to do. why they do that particular activity and why they use that
The theories place a focus on management, but lack particular approach. If a company wants its employees to
analyses of characteristics and recommendations for sales communicate with their colleagues and customers effectively,
personnel, representatives and other company staff that are it must create appropriate conditions and by means of
in contact with customers and therefore determine, to large systematic development and suitable human resource
extent, the success of the company. A company representative management tools encourage motivation and employee
can only master efficient and suitable way of communication communication.
with business partners if he, as an expert, acquires certain TABLE I
E
preset skills and qualities. Even in these theoretical NSURING COMMUNICATION WITH CUSTOMERS
approaches we can recognise certain one-sidedness that Communication with customers is ensured by Respondents’ answers
(in %)
should be overcome in the future. To provide a complete Management 51
picture of current theories dealing with communication, we Sales personnel 18
should also mention a theoretical approach based on Marketing 31
performance. Answers in total 100
Source: Own research
Strategic Management and Communication TABLE II
EPARTMENTS ENSURING COMMUNICATION WITH SUPPLIERS
Many companies still fail to define an appropriate and D
realistic strategy or goal understandable to all company Communication with suppliers is ensured by the Respondents’ answers
following departments: (in %)
segments and comprehensively adapted to suit their roles on Management 32
their journey to the common goal. In a number of companies, Sales Department 23
management teams do not communicate the goals and Accounting Department 31
employees, not being acquainted with them, cannot implement Customer Service teams 8
Warehouse 5
the strategy efficiently and in full. Other departments 1
The performance of goals is determined by corporate Answers in total 100
culture, human resource management and functional support Source: Own research
systems. The outcomes are also influenced by the
communication system, controlling and suitable organisational Assignment of tasks in a company
structure. The fulfilment of goals is based on the ability to
respect and adapt to current conditions and the environment,
provided there is a clear and shared company strategy. Other 8% 5%
important factors include the quality of human labour Superior
relations, permitting to build on well-functioning company Own iniciative
structure, company systems and processes helping the Internal code
company to carry out its activities. 87%
IV. C
ONCLUSION
The research has revealed a decline in transparency of Source: Own research
communication in the direction up the company hierarchy. Fig.1 Assignment of tasks in the company
This supports the opinion of experts who assume that higher
managerial posts are associated with higher demands. The Companies with a horizontal structure are the most likely to
examined companies lacked efficient vertical communication experience problems between closely co-operating
and the expected required functions, as characterised in departments. The survey carried out selected the following
theories, were not valid. The research has shown that departments as “problematic”: sales, marketing, finance and
downward vertical communication predominates in these customer service. Among others, respondents pointed out the
International Science Index, Economics and Management Engineering Vol:2, No:5, 2008 waset.org/Publication/12223companies, in particular in the areas of communication with lack of teamwork between individual departments and the
customers and suppliers or task assignment (see table no.1 and non-fulfilment or neglecting of work duties. The majority of
2 and fig. no. 1). The opinion that downward vertical companies use clearly defined information flows only in
communication can stimulate employee commitment and connection with financial matters. Just a small number of
subsequently improve customer service cannot be, with employees is well informed and knows who to refer to (see fig
respect to the sociological survey, fully accepted. no.3). On the contrary, if no clear solution procedures are
Commitment to and focus on customers on the part of defined, a vast majority of employees deal with work
employees providing services must be convincing and natural. problems either on their own or with the help of their
The research has confirmed that is it much more effective to colleagues. Passive forwarding of information in companies is
quite common and in some cases information is conveyed to
International Scholarly and Scientific Research & Innovation 2(5) 2008 560 scholar.waset.org/1307-6892/12223
World Academy of Science, Engineering and Technology
International Journal of Economics and Management Engineering
Vol:2, No:5, 2008
wrong recipients. The research has revealed that communication with
This means that if an employee needs some information, he superiors can be considered efficient if at least half of the
has to make a request since it was not communicated to him in employees confirm that their superiors provide not only
time or in the correct form. At the same time, it is not information, but also explanations and justifications and that
uncommon that an employee who comes across some their superiors listen and show real interest. Otherwise, the
important facts and or information that might be beneficial to manager’s personality is a real threat to efficient
the company does not know who they should be communication. The research has demonstrated that efficient
communicated to and how. The findings have confirmed other communication requires a suitable rather than dominant
survey results related to inter-departmental communication manager. Therefore the manager’s personality and
and problem-solving situations. The departments characterised management style have a significant impact on the satisfaction
the conveyed information as incomplete, not always in time and performance of employees.
and delivered upon reminder. In many cases it was provided at Moreover, the research has revealed that employees know
the last moment. The above said proves that the absence of their tasks clearly communicated by their superiors - lower
project and process management in current companies is a managers, however, do not have enough freedom and powers
substantial drawback. Similarly, companies fail to define rules to perform these tasks. The above said also implies that
of a functional communication system that would be employees are not acquainted with goals which are less
sufficiently transparent, simple and handled and respected by understandable and rather focus on clearly explained and
all company employees. It is very difficult to ensure efficiency communicated tasks. Employees do discuss their problems
and quality of information communicated. However, unless with managers, but fail to discuss and evaluate their results
there is a system and prescribed communication procedures, it and task performance. This also means that employees lack
is hard to implement changes in conditions or activities as the evaluation of their performance and feedback. Without
they are not measurable and it is impossible to determine continuous development of skills and knowledge, managers
whether or not they are efficient and of required quality. tend to adopt a directive approach to subordinates and apply
it, however, often ineffectively. The majority of
TABLE III recommendations designed for managers regarded
SHARING OF INFORMATION communication improvement, understanding of personal
Sharing of information Frequency (%) situation, ability to listen and provision of necessary
Employees know who they should communicate 43 information. Furthermore, the companies do not posses a
information to manager’s profile which serves as a reference communication
Source: Own research model of managerial behaviour and conduct and deals in more
In some of the respondents’ answers, a major part of detail with personality typology and typical behaviour in
responsibility for communication is attributed to management, common activities.
which supports the findings on high degree of power
centralisation and the directive style of management. TABLE IV
According to the outcomes of the survey, the personality of HOW EMPLOYEES DEAL WITH WORK PROBLEMS
the manager has a significant influence on the subordinate and
Employees deal with work problems as follows: Answers in %
his will to discuss problems with his superior. A more detailed They try to solve the problem themselves 16
investigation confirmed and specified the factors causing They ask their colleagues and superiors and try to solve it 38
distrust (see fig. no. 2). Professional skills of the superior are together
what the employees trust most. Problems arising from Superiors communicate in time what is to be done 14
relationships with superiors are often associated with trust in They ask a colleague for help 24
They learn it from company rumours 8
maintaining confidentiality and in fair treatment. Answers in total 100
Source: Own research
How superiors communicate with their subordinates Successful and efficient communication can be ensured by
a manager who is a personality, possesses excellent
professional knowledge and skills and enjoys the confidence
International Science Index, Economics and Management Engineering Vol:2, No:5, 2008 waset.org/Publication/12223They provide informationof his employees (support, impartiality and confidentiality). If,
23% they consider suitable at the same time, the manager utilises a clearly defined profile
36% They provide information, and work rules, responsibilities and powers, then his team
explanations as well as
justifications may work efficiently and independently. On the contrary, if
41% They are open and share managers are given a high level of freedom, there is a higher
their opinions. likelihood of occurrence of conflicts which the manager is
unable to solve or if solved, the solution has an adverse effect
on company results and employee satisfaction.
Source: Own research The examined companies did not possess managers’
Fig. 2 How superiors communicate with their subordinates profiles. The profile and rules requirements, however, are not
International Scholarly and Scientific Research & Innovation 2(5) 2008 561 scholar.waset.org/1307-6892/12223
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