M

O
D 0
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AVT 4233
AVIONICS MAINTENANCE SYSTEM MANAGEMENT
L
E

Note: Contents of this module are lifted/taken from the references cited on page 28.

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 Republic of the Philippines
PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
Fernando Air Base, Lipa City, Batangas

FINALS (RESIDENTIAL)
LEARNING MODULE 01:

THE FOUNDATION OF
PERSONNEL RELATIONS

Course Learning Outcomes [CLO]

CLO 1. Describe on how to Module Learning Outcomes [MLO]

deal with his/her subordinates Topic Learning Outcomes
and the management. MLO 1. State the [TLO]
CLO 2. Explain the qulaties importance of cooperation
in an organization TLO 1. Examine the
of a good management and rationale for the
proper utilization of MLO 2. Examine key management of employee/
personnel. issues involved in employer and state
CLO 3. Express ways on how employee relations relationships
to develop personalities as an MLO 3. Value the use of TLO 2. Explain the basic
individual, show and build employment laws principles in grievance and
confidence on an discipline management
organization.

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TABLE
OF
C O N T E N T S

Page Time allotment

4 Public Relation 40 minutes

11 Cooperation:
Providing mutual
20 minutes

assistance

14 Conflict: The Inevitable Result

Of Incompatible Interests
60 minutes

26 Summary
10 minutes

29 Enrichment Activity 341.6 minutes

Total: 471.6 minutes

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 What Is Public Relations?

Public relations is a conduit, a facilitator, and a manager of communication,

conducting research, defining problems, and creating meaning by fostering communication

among many groups in society. The United Parcel Service (UPS) case illustrated the

importance of this communication, both in financial terms—the strike cost UPS about $750

million—and in terms of reputation with strategic publics.

Public relations is a strategic conversation. As you might imagine, it is an

ephemeral and wide-ranging field, often misperceived, and because of the lack of message

control inherent in public relations, it is difficult to master. Public relations is even difficult

to define. Is it spin or truth telling? Either way, the public relations function is prevalent

and growing; the fragmentation of media and growth of multiple message sources means

that public relations is on the ascent while traditional forms of mass communication (such

as newspapers) are on the decline.

 You can find public relations in virtually every industry, government, and

nonprofit organization. Its broad scope makes it impossible to understand without some

attention to the taxonomy of this diverse and dynamic profession. Learning the lexicon

of public relations in this chapter will help you master the discipline and help your study

move quicker in subsequent reading.

Corporate and agency public relations differ. These concepts are

discussed in detail in a later chapter, along with nonprofit public relations and

government relations or public affairs. For the purposes of an overview, we can define

corporate public relations as being an in-house public relations department within a for-

profit organization of any size.

On the other hand, public relations agencies are hired consultants that

normally work on an hourly basis for specific campaigns or goals of the organization

that hires them. It is not uncommon for a large corporation to have both an in-house

corporate public relations department and an external public relations agency that

consults on specific issues. As their names imply, nonprofit public relations refers to not-

for-profit organizations, foundations, and other issue- or cause-related groups.

Government relations or public affairs is the branch of public relations that specializes in

managing relationships with governmental officials and regulatory agencies.

Defining Public Relations

Among the many competing definitions of public relations, J. Grunig and

Hunt’s is the most widely cited definition of public relations: Public relations is

“the management of communication between an organization and its publics.”Grunig and

Hunt (1984), p. 4. Emphasis in original. One reason this definition is so successful is its

parsimony, or using few words to convey much information. It also lays down the

foundation of the profession squarely within management, as opposed to the competing

approaches of journalism or the promotion-based approach of marketing and advertising

that focuses primarily on consumers. The component parts of Grunig and Hunt’s famous

definition of public relations are as follows:

Management. The body of knowledge on how best to coordinate the activities of an

enterprise to achieve effectiveness.

Communication. Not only sending a message to a receiver but also understanding the

messages of others through listening and dialogue.

Organization. Any group organized with a common purpose; in most cases, it is a

business, a corporation, a governmental agency, or a nonprofit group.

Publics. Any group(s) of people held together by a common interest. They differ from

audiences in that they often self-organize and do not have to attune to messages; publics

differ from stakeholders in that they do not necessarily have a financial stake tying them to

specific goals or consequences of the organization. Targeted audiences, on the other hand,

are publics who receive a specifically targeted message that is tailored to their interests. As

“the management of communication between an organization and its publics,” public

relations has radically departed from its historical roots in publicity and journalism to

become a management discipline—that is, one based on research and strategy.

he Function of Public Relations

In 1982, the Public Relations Society of America (PRSA) adopted the

following definition of public relations that helps identify its purpose: “Public relations

helps an organization and its publics adapt mutually to each other.”Public Relations Society

of America (2009b). In its “Official Statement on Public Relations,” PRSA goes on to clarify

the function of public relations:

Public relations helps our complex, pluralistic society to reach decisions and

function more effectively by contributing to mutual understanding among groups and

institutions. It serves to bring private and public policies into harmony.

Public relations serves a wide variety of institutions in society such as businesses, trade

unions, government agencies, voluntary associations, foundations, hospitals, schools,

colleges and religious institutions.

 To achieve their goals, these institutions must develop effective

relationships with many different audiences or publics such as employees, members,

customers, local communities, shareholders and other institutions, and with society at

large.

The managements of institutions need to understand the attitudes and

values of their publics in order to achieve institutional goals. The goals themselves are

shaped by the external environment. The public relations practitioner acts as a

counselor to management and as a mediator, helping to translate private aims into

reasonable, publicly acceptable policy and action.Public Relations Society of America

(2009a).

As such, the public relations field has grown to encompass the building

of important relationships between an organization and its key publics through its

actions and its communication. This perspective defines the field as a management

function and offers insight into the roles and responsibilities of public relations

professionals. The PRSA definition, however, is not perfect: A main weakness of that

definition is that it requires public relations “to bring private and public policies into

harmony.”Public Relations Society of America (2009b).

In reality, we know that the relationships an organization has with all of

its publics cannot always be harmonious. Further, that definition obligates us to act in

the best interest of both the organization and its publics, which could be logically

impossible if those interests are diametrically opposed.

A few examples would be class action litigation, boycotts, and oppositional research

and lobbying; despite the negative nature of those relationships, they still require public

relations management and communication.

The unique management function of public relations is critical to the

success of any organization that engages people in its operation, whether they are

shareholders, employees, or customers. Although many people think of publicity as the

sole purpose of public relations, this text will help you understand that publicity is a

subfunction of the overall purpose of public relations and should not be confused with

the broader function.

Naming the Public Relations Function

A plethora of terms has come to be associated with modern-day public

relations practice. Because of the disreputable beginnings of public relations that we

will briefly discuss next, it is often the case that organizations will choose to name their

public relations function by another moniker. These various terms create much

confusion about the responsibilities of public relations versus overlapping or competing

organizational functions. The term corporate communication is the most common

synonym for public relations in practice today,Bowen et al. (2006). followed by

marketing communication and public affairs.

We view the term corporate communication as a synonym for public relations, although

some scholars argue that corporate communication only applies to for-profit

organizations. However, we view corporate communication as a goal-oriented

communication process that can be applied not only in the business world but also in the

world of nonprofits and nongovernmental organizations, educational foundations, activist

groups, faith-based organizations, and so on. The term public relations often leads to

confusion between the media relations function, public affairs, corporate communication,

and marketing promotions, leading many organizations to prefer the term corporate

communication.

We believe that the key component of effective public relations or

corporate communication is an element of strategy. Many scholars prefer to use the

phrase strategic public relations to differentiate it from the often misunderstood general

term public relations, or “PR,” which can be linked to manipulation or “spin” in the minds

of lay publics. Strategic communication management, strategic public relations, and

corporate communication are synonyms for the concept displayed in the preceding

definitions. To scholars in the area, public relations is seen as the larger profession and an

umbrella term, comprising many smaller subfunctions, such as media relations or public

affairs or investor relations.

 The importance of creating a

strong employee experience has never been

greater and nowhere is this more important than

in the touch points between employee and

“
employer—the most crucial being the point at

which staff are rewarded for the work they have

In a digital world done. The accurate management of how
with increasing
employees are financially compensated provides
transparency and
the growing the critical foundation on which trusting

influence of relationships are built. However, the tools that

millennials, enable this can now offer organisations so much

employees expect more.
a productive,
engaging,
enjoyable work As time and attendance tools

experience. become more integrated with HR and payroll

systems, organisations are finding they are also

helping to enhance company performance more

generally.
Improving the employee experience

The success of an organisation rests on its ability to attract and retain quality

people, leading companies to focus their attention on improving the employee experience

Deloitte, in their recent Global Human Capital Trends report found that 79% of

organisations now consider improving employee experience as important or very important

to their business. The report also says that the provision of wellness and fitness apps, and

the integration of employee self-service tools are helping HR departments to achieve this.

The millennial impact

Much has been said about the latest generation of employees entering the

workforce, including their heightened expectations of their career. But, as ‘digital natives’

who have been raised in an ‘everything now’ culture and almost anything they want being

available at the touch of a button, businesses need to think about providing instant access to

information and immediate responses to communications.

In many aspects of their work, millennials are having these expectations met

via cloud-based productivity and collaboration apps. Therefore, not having a digital

experience when it comes to one of the most fundamental aspects of the employer and

employee relationship— how we monitor time and attendance—is a let-down for this

generation. According to the Deloitte report, more than half (56%) of HR departments are

now looking to leverage digital and mobile tools.

Responsibility for wellbeing

Supporting the employee experience may involve a growing eco-system

of apps, but it is the data generated from these apps that may well provide the greatest

benefit, no matter what generation is using them—especially when it comes to

wellbeing. For example, the insight provided by time and attendance tools can help HR

managers spot any potential issues with an employee by identifying an emerging pattern

of absence. Rather than assuming a breach of trust, we know persistent absence could be

the result of some form of personal issue and one where sensitivity is required.

A recent CIPD study found that one third of organisations recorded

increased instances of stress-related absence in the last year. The same report revealed

that two-fifths of organisations had also reported an increase in mental health problems,

such as anxiety and depression, among employees. Indeed, a separate NHS report has

also shown that one in three sick notes handed out to patients are for mental health

problems.

The integration of time and attendance tools are helping to spot patterns

of behaviour that provide an early warning sign of problems. This allows management

and HR teams to take steps to understand the reasons behind absences. The explanation

may well be non-work related, but it could equally be workload or management styles

that are contributing factors. Further steps can, therefore, be taken proactively to help

alleviate the problem for the individual, and reduce the impact that absences have on the

wider business.
 Building a bedrock of trust

“ As employers take steps to improve

“Organisations, the employee experience, and their own business

therefore, need performance, it is vital they examine how they are

to ensure that building and nurturing relationships with their staff.

with increased
access to It’s also important to remember

technology they where mutual trust between a business and its

are also setting employees begins; this lies with the fundamental

an enabling agreement that workers will be properly

organisation compensated for their time.

culture – one of
empowerment This is the foundation of any work

and trust rather contract, and before organisations look at other

than aspects of the employee experience, they need

surveillance systems in place that manage time and attendance

and fear.” smoothly and painlessly – whether an organisation’s

staff clock-on in the workplace or via a computer at

home. In fact, these tools become more significant

as work-life balance initiatives and gender equality

legislation has encouraged flexible working.

Automation and accuracy

Automated tools are helping organisations by improving accuracy and

reducing the potential for human error. No matter how hours are recorded – via a

physical machine or mobile app – information is automatically fed into the appropriate

HR or payroll system. This is not just about reducing the administration involved in

data entry, these solutions also provide a vital audit trail to help resolve queries on

either side – particularly if employees are asked to work overtime or feel they are

entitled to claim additional pay. This is helping to resolve any disputes quickly and

easily, reducing the potential for antagonism or ill feeling.

Empowering the workforce

Digital time and attendance tools also give staff greater control over

their affairs. Self-service portals, for instance, enable employees to check for

themselves that the hours recorded for them are accurate. They can also request time

off, for a holiday or medical appointment. Managers, in turn, can see the implications

of a request for leave more easily and are able to process them more quickly.

This is not just speeding up processes; it’s improving transparency and

demonstrating trust. Employees no longer need to check with a manager when seeking

answers to simple questions, such as how many days holiday they have left available in

the year. The ability to check the accuracy of hours worked also means staff can flag up

and settle any disputes prior to pay day.

Boosting business performance

The ability to create a better, more trusting, employee experience

provides a compelling reason for companies to adopt digital time and attendance

solutions as standard, but there are also solid reasons to do so from a general

business performance perspective. These tools can help to reduce administrative

processes and provide managers with the data required to make informed decisions

that can improve an organisation. This is helping to strip out costs which will

ultimately drive greater profitability.

Reduced financial costs

Despite being a sensitive area when it comes to the

relationship between employer and employee, absences “The driving force seems to
be that happier workers use
are also a significant cost to a business. the time they have more
effectively, increasing the
pace at which they can work
without sacrificing quality.”
 The figures for the average number of sick days employees take per year

varies, dependent on which study you read. The Office of National Statistics claims it to

be 4.3 days; the CIPD’s latest study puts this figure at 6.3 days. This research also shows

that averages tend to be higher in larger organisations or where work is more manual in

nature.

It’s little wonder that 70% of organisations claim that absenteeism is

hurting profitability. Giving mangers the tools they need to quickly and easily identify

absence trends can give greater visibility to absenteeism within the business, and work to

resolve the cause as much as possible. This helps to reduce the financial burden of sick

days, at the same time as maintaining a continuous dialogue with employees and

ultimately boosting morale.

There is increasing evidence that a happier workforce also means a more

productive workforce, so this approach can also improve performance.

Greater levels of efficiency

Previously, managers may have been required to process paperwork, but

businesses are recognising the importance of digital tools that can automate some or all of

these tasks. This helps to free employees up to work on the things that can make a difference

to the business overall and to dedicate more time to helping staff overcome daily workplace

challenges.

With the right tools in place, organisations can also provide employees with

selfservice portals. This can reduce administration work within the payroll and HR

departments.

A self-service portal enables employees to update their own personal details

or access their information, such as printing off old pay slips. Requests of this nature can eat

up to several days of time every month, but could become a thing of the past as more

companies adopt more digital solutions.

Wider business benefits These tools may provide seemingly simple functionality, but it’s

crucial we don’t underestimate their importance or view their value too narrowly.

The information generated by time and attendance tools can be filtered into

other systems to provide even greater insight, for example, updating work rotas to help

managers identify potential staffing gaps more easily. This can also help them take the actions

needed to prevent rostered employees from being over-worked or placed under undue stress.

On a more advanced level, the accessibility of accurate data is helping with the

overall development of HR analytics. According to the CIPD, 91% of employers with more

than 250 staff are now deploying some form of HR analytics, while Deloitte’s report claims

that 71% currently see investment in people analytics as a priority issue.

These analytics tools are helping organisations manage their workforce and

workload, by identifying seasonal patterns of absence around holiday time, for example, that

can lead to staff being asked to work overtime. In these scenarios, organisations can use the

data to ensure they maintain sensible staffing levels throughout the year.
Conclusion:

Time and attendance management provides the foundation on which other

initiatives can be built. By filtering this information through to other systems, organisations

can develop a toolkit that will help them to create a more productive, better performing

business. The ability to spot patterns of behaviour that help maintain a happy and healthy

workforce is crucial for all organisations. Giving workers the tools to have greater control

over their own affairs is going one step further to improving employee loyalty and staff

retention.

Crucially, organisations can develop stronger relationships with staff and

reduce costs at the same time – whether those costs are in the form of absences, overtime or

administration. With the next generation expecting their employers to be digital by default,

and with businesses standing to benefit so widely from the results, an easy starting point is

for companies to integrate time and attendance tools within their wider HR and payroll

systems as standard.
 REFERENCES

Call number / e- provider Materials(testbooks, journals, online)

http://www.gnof.org/wp- CompassPoint Nonprofit Services. July 6, 2012.
content/uploads/2015/06/Supervisor-Roles- Supervisor Roles and Responsibilities: Helping
and-Responsibilities-Packet.pdf people succeed. Oakland: CompassPoint Nonprofit
Services.
http://www.apexcpe.com/publications/4710 Delta. (n.d). Understanding and Managing
01.pdf Organizational Behavior. Los Alamitos: Delta
Publishing Company
https://www.researchgate.net/publication/24 Roper, K. O., 2007. Successful distributed work
2024371_Successful_distributed_work_arra arrangements. Emerald Group Publishing Limited
ngements_a_developmental_approach

https://www.researchgate.net/publication/30 Riaz, M. N. 2016. Define Management and the

7931813_Define_management_and_explain Functions of Management.
_the_functions_of_management_with_suita
ble_examples_from_your_area_of_work

https://openaccess.leidenuniv.nl/bitstream/h Itika, J. S. (n.d). Fundamentals of human resource

andle/1887/22381/ASC-075287668-3030-
01.pdf
https://www.ideals.illinois.edu/bitstream/ha
ndle/2142/526/Albright_Handling.pdf?sequ
ence=2&isAllowed=y
management. Mzumbe: African Studies Centre
Albright, E. M. (n.d). Handling employee Problems.
Illinois

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 ENRICHMENT
ACTIVITY

Direction: Answer the following questions based on your understanding.

ACADEMIC HONESTY STATEMENT:

For this exam/quiz/activity, I make the following truthful statement: I understand that acts

of academic dishonesty shall be penalized to the full extent as indicated in the provision

of the PHILSCA Student Manual (page 30, No. 6)

Signature of Student Over Printed Name

1. Think of such events why employees leave from their current jobs?

_____________________________________________________________________

_____________________________________________________________________

2. What is the importance of building a foundation to public relation?

_____________________________________________________________________

_____________________________________________________________________

3. Which do you think is better in creating a public relation? A Small organization or a

big organization?

_____________________________________________________________________

_____________________________________________________________________

Prepare for a quiz 

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 RUBRICS

74 and below 75-83 84-92 93-100

Evidence Little to no facts,Attempts to Develops the Thoroughly

concrete details, develop the topic answer with develops the
or examples with facts, facts, concrete answer with
included concrete details, details, or facts, concrete
and examples but example details, and
some of the examples
information is
irrelevant
Explanation Little to no Explanation and Clear explanation Clear and concise
Analysis explanation or analysis attempt and analysis that explanation and
analysis of to discuss the discusses most of analysis that
information information but is the information thoroughly
presented unclear or lacks presented discusses the
depth information
presented
Conclusion Abrupt ending Ends with a Ends with a Effectively ends
concluding concluding with strong
statement that statement about concluding
does not clearly the topic statement
relate to the topic
Organization and Little to no Attempts to Organize ideas in Strong
Transition attempt of organize the a logical way. organization and
organization ideas but Transitional transitional
transitional language is used language used
language is skilfully
needed throughout
Mechanics Distracting Mechanical A couple of Mechanics reflect
mechanical errors errors distract errors are careful editing
throughout sometimes present, but they
do not distract

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