HUMAN RESOURCE

MANAGEMENT
DISCIPLINE

Aura CODREANU

Associate professor
 RULES OF THE GAME
• NON-ATTRIBUTION POLICY

• FIRST NAME BASIS (IF NOT OTHERWISE

PREFERRED)

• WIN-WIN APPROACH

• A LEARNING ENVIRONMENT

• NETWORKING
 RULES OF THE GAME
CRITICAL THINKING
• Identify other people’s positions and recognize false logic and
faulty assumptions

• Read between the lines

• Reflect on information available in a logical, structured way

• Analyze opposing viewpoints fairly based on evidence

• Synthesize information

• Draw conclusions about whether

• Arguments are valid and justifiable

• There is clear evidence

• The assumptions are sensible

• Present a structured, clear, well-argued convincing viewpoint

EXPECTATIONS

Pre-reading tasks

Active participation
in discussions
(in-class/in-group)

3 page essay
EXPECTATIONS

Pre-reading tasks and

materials
 EXPECTATIONS

Pre-reading tasks and

materials

Assessment criteria:
When discussing pre-reading material related topics in-class/in-group
participants are able to use:
– specialized vocabulary in the correct context (e.g. manpower,
personnel, defense resources management)
– critical thinking skills
 EXPECTATIONS

Active participation in discussions

(in-class/in-group)

Assessment criteria (critical thinking approach):

• Clearly expressed viewpoint
• Appropriate examples to justify argument
• Win-win approach to arguments presented by others
EXPECTATIONS
3 page essay
 EXPECTATIONS
3 page essay

When to deliver:
by final examination date
To whom:
aura@crmra.ro

Essay content:
Present one idea/concept identified in reading materials for critical
thinking and self-development or in pre-reading materials in a pros and
cons manner in terms of its application to military professional
environment.
 EXPECTATIONS
3 page essay

Essay form:
– Font: Times New Roman, 12
– Line spacing: 1.5
– Page layout: Normal
Assessment criteria:
– Clear, concise, focused introduction and conclusion
– Clear logical structure
– Clearly expressed viewpoint
– Appropriate examples to justify argument
– Readability (grammar, spelling)
– Visually attractive, well-organised, legible
How to write a pros and cons essay:
http://mycosysite.blogspot.com/2012/12/writing-pros-and-cons-
essay.html
 EXPECTATIONS
3 page essay

OBSERVATION:

The 3 page essay is part of the assessment tools for the Human
Resource Management Discipline.

Hence, the 3 PAGE ESSAY is not one and the same as your
FINAL PAPER.
HUMAN RESOURCE MANAGEMENT
DISCIPLINE

WHAT ARE YOUR EXPECTATIONS?

HUMAN RESOURCE MANAGEMENT
DISCIPLINE
TOPICS

HUMAN RESOURCE MANAGEMENT - PART OF DEFENSE RESOURCES

MANAGEMENT

INTEGRATED HUMAN RESOURCE MANAGEMENT:

roles and responsibilities of military managers and leaders

ETHICS AND LEADERSHIP IN THE MILITARY

MILITARY ORGANIZATIONAL CULTURE AND CLIMATE

GROUP AND TEAM DYNAMICS

in relation with performance goals and performance management
 HUMAN RESOURCE MANAGEMENT
DISCIPLINE
GENERAL REFERENCES

*** (2006) Dictionary of Human Resources and Personnel

Management, 3rd edition, A&CBlack, London

Armstrong, M. (2009) Handbook of Human Resource Management

Practice, 11th edition, Kogan Page, London and Philadelphia

Mathis, R.L., John H.Jackson (2008) Human Resource

Management, 12th edition, Thompson
 HUMAN RESOURCE MANAGEMENT
DISCIPLINE
GENERAL REFERENCES
Harry J. Thie, Roland J. Yardley, Margaret C. Harrell, Kevin Brancato
(2007) Alignment of Department of Defense Manpower, Resources,
and Personnel Systems, RAND Corporation

NATO HRM Framework available at:

https://www.sto.nato.int/publications/STO%20Technical%20Reports/R
TO-TR-SAS-059/$$TR-SAS-059-ALL.pdf

Military Human Resource Management: A Comparative Analysis

Between the Australian Defence Force and the Canadian Forces
available at:
https://www.cfc.forces.gc.ca/259/290/301/305/cooper.pdf

Joint Doctrine Publication 0-01 UK Defence Doctrine Joint Doctrine

Publication 0-01 (JDP 0-01) (5th Edition), dated November 2014,
https://assets.publishing.service.gov.uk/government/uploads/system/u
ploads/attachment_data/file/389755/20141208-
JDP_0_01_Ed_5_UK_Defence_Doctrine.pdf
HUMAN RESOURCE MANAGEMENT
DISCIPLINE
SPECIFIC REFERENCES
 HRM
Final paper
prospective ideas
• The place and role of human resource management in defense resource
management
• Contemporary challenges for military managers and leaders in managing the human
resource
• The impact of digital revolution on human resource management in the military (the
e-soldier)
• Competitive advantage in the defense establishment via human resource
management
• Contemporary trends in management of human resources and opportunities for the
military system
• Roles and responsibilities of middle managers in molding/consolidating organizational
culture and climate
• The warrior ethos and its relevance for contemporary warfare
• Professionalism in military: Roles and responsibilities of military middle managers
through the lens of a professional framework
• Integrity in human resource management
• Methods, tools, techniques and practices for molding/consolidating an ethical work
environment in the military
 HRM DISCIPLINE PHILOSOPHY

• Integrated outlook for defense resources management and

HRM

• Manager’s perspective not HR specialist’s view

 HRM DISCIPLINE FOCUS

Source: https://www.uakron.edu/armyrotc/MS1/24.pdf
 HRM DISCIPLINE FOCUS

MANAGEMENT OCCUPATIONAL STANDARDS

 UK occupational standards
for management

• Manage own resources & professional

Managing self and personal skills development
• Develop personal networks
• Vision
Providing direction • Leadership
• Commitment
• Governance
• Innovation
Facilitating Change
• Change

• Build relationships with team and stakeholders

• Manage people (recruit, select, allocate tasks,
Working with people
check, monitor, performance, development,
conflict management, meetings)

• Financial resources (budget)

Using Resources • Physical resources and technology
• Information and knowledge (decision making)

• Projects
Achieving results • Processes
• Customer needs

Source: http://www.management-standards.org/standards/full-list-2004-national-occupational-standards
 UK OCCUPATIONAL STANDARDS
FOR MANAGEMENT (CONT’ED)

• Senior management standards (M3)= strategic management

– understanding and influencing the environment,
– setting strategy
– gaining commitment,
– evaluating and improving performance

• Middle management standards (M2) = operational management

– all senior or middle managers responsible for departments and/or
have other managers reporting to them.
– a broad span of control
– proactive identification and implementation of change and quality
systems
– budget and contract negotiation
– high level meetings
Source: http://www.brefigroup.co.uk/training/mcicomps.html
 UK Occupational standards
for management (cont’ed)

• First line management standards (M1)

– responsible for allocating work to others and achieving specific results through
the effective use of resources.
– limited budgetary responsibility
– reactive in carrying out policy within defined area of authority.
– contribute to broader activities, such as change programmes or recruitment,
rather than having full responsibility for them

• Supervisory management standards (M1S)

– first line managers with a tightly defined area of responsibility and limited
autonomy or budgetary control.
– responsible for achieving specific results by effectively allocating work and
resources within their team.

Source: http://www.brefigroup.co.uk/training/mcicomps.html
 Your turn now…

What do you know about human resources management?

How many subordinates do/will you have?

What are/will be your tasks concerning them?

 SOME FOOD FOR THOUGHT

Employee goals

1. To be treated as a human being first and then as an economic

resource

2. To be recognized and valued for what they contribute

3. To be allowed to develop as a person and as a resource

4. To be treated and rewarded fairly

SOME FOOD FOR THOUGHT
Manager’s goals
 SOME FOOD FOR THOUGHT
Manager’s goals

1. To ensure the supply of HR is consistent with the

changing levels of demand

2. To pursue strategies aimed at improving the efficient

use of labor and increased levels of labor productivity

3. To maintain efficient levels of control of employee

behavior

4. To generate employee commitment and engagement

5. To develop employees as human beings and as

economic resources
 Further food for thought
• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to do my work right?
• At work, do I have the opportunity to do what I do best every day?
• In the last seven days, have I received recognition or praise for doing
good work?
• Does my supervisor or someone at work seem to care about me as a
person?
• Is there someone at work who encourages my development?
• At work, do my opinions count?
• Does the mission/purpose of my company make me feel my job is
important?
• Are my co/workers committed to doing quality work?
• Do I have a best friend at work?
• In the last six month, has someone at work talked to me about my
progress?
• This last year, have I had opportunities at work to learn and grow?
Source:
Buckingham & Coffman in Banfield, P., Rebecca Kay (2012) Introduction to Human Resource Management, 2nd edition,
OUP, p. 5
 NEXT SESSION

HRM AS PART OF DEFENSE RESOURCES MANAGEMENT

 NEXT SESSION
PRE-READING

Treddenick, J., CHAPTER 5. MANPOWER MANAGEMENT (pp. 125-154) in

Harri Bucur-Marcu, Philipp Fluri, Todor Tagarev (eds) Defence Management.
An Introduction, DCAF, Geneva, 2009
• What is manpower management?
• How is the demand for manpower determined?
• What is the task of manpower management in terms of personnel supply?
• What is the difference between retention and attrition and how do these
relate to manpower management?
• What is the relationship between manpower management and defence
planning and budgeting?
 NEXT SESSION
PRE-READING

Tagarev, T. Introduction to Program-Based Defense Resource

Management,
available at https://connections-qj.org/article/introduction-program-based-
defense-resource-management

• What is defense resource management system goal?

• What constitutes a good defense planning system?
• What are the common references to the HRM field in various capabilities
models?
• Examples of program structures and relevance for HRM field (reflection
point)
• What are the elements of a defence resource management process?
•
 NEXT SESSION
PRE-READING

Ross Fetterly DEFENCE BUSINESS PLANNING IN CANADA, October 2018

• What is meant by a ,,more strategic-focused culture”?. How do specific

defense establishments adopt/have adopted such an approach?
• Comment on the following quote and its relevance for HRM in the military:

Integrating business planning into the core of defence culture supports the
resource management function. (pg. 7)