People in the Organization - Changing Terminology and Essence
Hello! ?? Thank you for your potential interest in the topic related to the development of a High Reliability Organizing through integrated activities of People and Culture management, as well as Quality Management. Let's take a step forward in this challenging marathon. Here you are.
(Verzija na srpskom jeziku se nalazi ispod)
Changes are a constant in the business world, and the PESTLE spectrum of external influences on an organization is active without pause.
Has it always been considered that people are the resources of an organization?
Do changes in terminology (cadre, personnel, human resources, people and culture) influence the awareness and activities of the function dealing with employees, or do they merely follow the current PESTLE elements and summarize positive and negative organizational practices?
If an organization is a social entity, then all of us, from the agreed-upon domain, should interact in a way that positively affects the functioning of the organization. Is it necessary to have an entire function dedicated to caring for people and their needs in the organization?
The present
The activities for which the Human Resources function is responsible are:
Activities are constantly evolving with a tendency to expand, and the organization's size, industry in which it operates, organizational structure, organizational culture, all influence the way activities are organized and the existence of certain activities in general.
In the mid-1950s, the term "human resources" (HR) was incorporated into business terminology. Although first mentioned in the book "The Distribution of Wealth" by American economist and sociologist John Commons, published in 1893, in a non-organizational context, it currently represents a concise expression of management practices built on the Industrial Revolution and under the significant influence of the western world perspective on capital and values.
During a lecture, I heard a professor state that the term "human resources" was used because workers were in an unfavorable position, meaning that in industrial expansion, more attention was given to technology and resources for production than to people. To at least terminologically equalize people with other resources, presuming that they should be equalized in value as well, they were labeled as "resources."
Aside from the viewpoint of the management of certain organizations seeing it as a cost function that doesn't bring profit, and distorted utility value, there is debate about the name of this strategic function.
While work was seen as a simple means of achieving economic success, there was a simmering fear that this approach would lead to exploitation and unethical treatment of workers.
Despite many formal and informal definitions, I will refer to ISO 30400:2019 HR Management—Vocabulary, which defines human resources as "people who work within or contribute to the organization."
Let's go back a bit
The word "cadre" (French: cadre) is associated with the 19th century and military service, referring to a group of people (officers and non-commissioned officers) who form the framework for creating a unit that will contain a larger number of individuals. This framework consists of people who are trained and work as a team. Therefore, "cadre" can be placed in the context of a group of people united around common values or goals. Building on the previous discussion, in communist ideology, "cadre" referred to a group of supporters who promoted the communist party's interests.
The above explains why this term is used in organizations in this region (SE Europe) in the context of a service dealing with employee matters - the cadre department. PESTLE factors have reduced the prevalence of this term, which also carried a significantly smaller number of activities compared to the HR function, primarily acquisition, labor relations, and administration.
The word "person" (Latin: persona) refers to a personality or an individual. The origin of the word is linked to the ancient theatrical mask for actors (the root of the word is "per" - through, and "sono" – sound, meaning speaking through a mask), then to the ancient Greek word προσοπον (mask, role), or even to the older Etruscan "phersu." This meaning of the word "person" is also related to the understanding of life and people. According to the Platonists, the world is perceived as a theater in which people play roles assigned to them by the gods.
The establishment of the first official personnel department is linked to the American company National Cash Register in the early 1900s, which responded to numerous strikes and employee turnover. The department was responsible for resolving labor relations, workplace safety issues, and training supervisors on new laws, regulations, and company policies. Both World Wars, in the context of the USA, created a high demand for military personnel and labor force in industries supporting war efforts. The focus was on personnel acquisition (planning, recruitment, and selection), followed by training, morale improvement, health and safety, and labor relations. This practice spread globally. Today, the term "personnel" finds its most common use in hospitality, referring to staff.
The present and a glance towards the near future
Organizations have different purposes, and they are expressed through a mostly transparent mission. Certainly, the bottleneck of the company's success is mixed (profit, user satisfaction, satisfaction of the people who work in the company and social responsibility). Due to some of the PESTLE elements (technological progress, change of generations with new demands, changes in the cultural sense and way of life), they undoubtedly lead to reconsidering the purpose of business, work and the position of people in the organization.
First of all, in the terminological sense, a new function name was formed that deals with employees in an organization - People and Culture. The formation and use of a new name brings with it new values that are still in the process of being structured.
The PARC model of the organization (people, architecture, routine, culture), out of four, contains two elements that are incorporated into one function. Organizational culture has turned from an intangible and undefined entity into an element on which the work of people depends and the success of an organization.
What is organizational culture?
A set of values, practices, behaviors, habits and awareness of employees about the organization in which they work and the external environment in which the organization exists.
Why is it important?
Because it contributes to internal integration (people) and external adaptation (entire organizations).
The approach of People and Culture brings with it requirements that are common sense to a human being who is constantly learning. Also, requirements partially counteract the absence of profit as the sole purpose of the organization and build on the activities of the HR function which are still necessary.
The requirements that the People and Culture function supports, partly structures, and responds to are:
The demands are common sense and temptingly challenging because the potential of fulfillment is high. They do not emphasize profit and do not require excessive expenses.
A function dealing with People and Culture takes time.
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The change in terminology is the first domino in a growing sequence. That domino is triggered by a human impulse made up of the accumulation of used practices (which should not be ignored, but appreciated) and a new desired state. For the organization, changing the terminology of the function will mean nothing if the awareness of the importance of people and the context in which the organization exists is not developed.
Ljudi u organizaciji – promena terminologije i su?tine
Promene su konstanta u svetu poslovanja i PESTLE paleta eksternih uticaja na organizaciju je aktivna bez pauze.
Da li su ljudi u organizaciji oduvek bili – resursi? Da li promene u terminologiji (kadrovi, personal, ljudski resursi, ljudi i kultura) uti?u na svest i aktivnosti funkcije koja se bavi zaposlenima ili samo prate aktuelnost PESTLE elemenata i sumiranje pozitivnih i negativnih organizacionih praksi?
Ako je organizacija socijalni entitet, onda bismo svi, iz dogovorenog domena, trebali da se bavimo jedni drugima na na?in koji pozitivno uti?e na funkcionisanje organizacije. Da li je neophodna jedna cela funkcija da brine o ljudima i njihovim potrebama u organizaciji?
Sada?njost
Aktivnosti za koje je funkcija ljudskih resursa nosilac:
Aktivnosti se konstantno razvijaju sa tendencijom pro?irivanja, a od veli?ine organizacije, industrije u okviru koje posluje, organizacione strukture, organizacione kulture, zavisi i na?in organizovanja i uop?te postojanje odre?enih aktivnosti.
Sredinom 50ih godina 20. veka, termin - ljudski resursi (eng. human resources – HR) se ugra?uje u poslovnu terminologiju. Iako se prvi put spominje u knjizi ?Raspodela bogatstva“, ameri?kog ekonomiste i sociologa D?on Komonsa, izdate 1893. godine, u kontekstu koji nije organizacioni, trenutno predstavlja sa?eti izraz prakse menad?menta izgra?en na industrijskoj revoluciji i pod velikim uticajem zapadnog gledi?ta na kapital i vrednosti.
Na jednom predavanju sam ?uo izjavu profesora da je pojam - ljudski resursi, upotrebljen iz razloga ?to su radnici bili u nezavidnom polo?aju, odnosno da se u industrijskoj ekspanziji o tehnici i resursima za proizvodnju brinulo vi?e nego o ljudima. Da bi se ljudi, u najmanju ruku, terminolo?ki izjedna?ili sa drugim resursima, ?to je pretpostavka da se izjedna?e i vrednosno, dodeljeno je – resursi.
Ako se izuzme gledi?te rukovodstva odre?enih organizacija kao na funkciju koja je tro?ak i koja ne donosi profit, zatim iskrivljena upotrebna vrednost, polemika se vodi i oko naziva ove strate?ke funkcije.
Dok se rad posmatra(o) kao jednostavno sredstvo za postizanje ekonomskog uspeha, posledi?no, tinja(o) je strah da ovakav pristup dovodi do eksploatacije i neeti?kog tretmana radnika.
I pored mnogih definicija, formalnih i neformalnih, osvrnu?u se na standard ISO 30400:2019 Human resource management – Vocabulary, koji defini?e termin - ljudski resursi na slede?i na?in: ?Ljudi koji rade u okviru organizacije ili joj doprinose“.
Vratimo se malo unazad
Re? kadar (fran. cadre), vezuje se za 19. vek i vojnu slu?bu, odnosno grupu ljudi (oficiri i podoficiri) koji predstavljaju kor (okvir) za formiranje jedinice koja ?e sadr?ati ve?i broj ljudi. Taj okvir ?ine ljudi koji su obu?eni i rade timski. Stoga, kadar se moze staviti u kontekst grupe ljudi koji su objedinjeni oko zajedni?ke vrednosti ili cilja. Ako se nadove?emo na prethodno, u komunisti?koj ideologiji, kadar se odnosio na grupu ljudi, pristalica, koji promovi?u interese partije.
Gore navedeno implicira za?to se ovaj termin upotrebljava(o) u organizacijama na ovim prostorima, u kontekstu slu?be koja se bavi pitanjem zaposlenih - kadrovska. PESTLE faktori su redukovali zastupljenost naziva koji je sa sobom, tako?e nosio znatno manji broj aktivnosti u odnosu na HR funkciju, prvenstveno pribavljanje, radno-pravne odnose i administraciju.
Re? persona (lat. persona), odnosi se na li?nost, osobu. Poreklo re?i se dovodi u vezu sa anti?kom pozori?nom maskom za glumce (u osnovi re?i je per - kroz i sono – zvu?ati, odnosno govor kroz masku), zatim sa starogr?kom re?i προσοπον (maska, uloga), ili sa jo? starijom etrurskom phersu. Iza ovog zna?enja re?i persona stoji i shvatanje ?ivota i ljudi. Kod platoni?ara, svet je shva?en kao pozori?te u kome ljudi igraju uloge koje im bogovi dodeljuju.
Stvaranje prvog, zvani?nog odeljenja za personalne poslove vezuje se za ameri?ku kompaniju National Cash Register Co, po?etkom 1900-ih i predstavlja odgovor na brojne ?trajkove i odliv zaposlenih. Odeljenje je bilo zadu?eno za re?avanje radno-pravnih odnosa, pitanja bezbednosti na radu, kao i za obuku nadzornika o novim zakonima, propisima i politikama kompanije. Oba svetska rata su, po pitanju SAD, stvorila veliku potra?nju za vojnim kadrom i radnom snagom u industrijama koje su podr?avale ratne napore. Fokus se stavlja na prosec pribavljanja (planiranje, regrutovanje i selekciju), zatim obuku (trening), unapre?enje morala, zdravlje i bezbednost i radno-pravna pitanja. Ovakva praksa se ?iri na svetskom nivou. Termin - personal, danas, svoju primenu najvi?e nalazi u uslu?nim delatnostima, odnose?i se na osoblje.
Sada?nost, sa pogledom na bli?u budu?nost
Organizacije imaju razli?ite svrhe, i one se iskazuju kroz misiju koja je uglavnom transparentna. Svakako je u uskom grlu uspe?nosti kompanije izme?an profit, zadovoljstvo korisnika, zadovoljstvo ljudi koji u kompaniji rade i dru?tvena odgovornost. Usled nekih od PESTLE elemenata (tehnolo?ki napredak, smena generacija koje imaju nove zahteve, promene u kulturolo?kom smislu i na?inu ?ivota), nesumnjivo dovode do preispitivanja svrhe poslovanja, rada i pozicije ljudi u organizaciji.
U najpre terminolo?kom smislu, formiran je novi naziv funkcije koji se bavi zaposlenima u jednoj organizaciji – ljudi i kultura (eng. People and Culture). Formiranje i upotreba novog naziva sa sobom donosi i nove vrednosti koje su jo? uvek u procesu struktuiranja.
PARC model organizacije (People, Architecture, Routine, Culture), od ?etiri, sadr?i dva elementa koji se ugra?uju u jednu funkciju. Organizaciona kultura je iz neopipljivog i nedefinisanog entiteta postala element od kojeg zavisi rad ljudi, odnosno uspe?nost jedne organizacije.
?ta je organizaciona kultura?
Skup vrednosti, praksi, pona?anja, navika i svesti zaposlenih o organizaciji u kojoj rade i eksternom okru?enju u kom organizacija egzistira.
Za?to je bitna?
Jer doprinosi unutra?njoj integraciji (ljudi) i spoljnoj adaptaciji (celokupne organizacije).
Pristup ljudi i kultura, sa sobom donosi zahteve koji su zdravorazumski ljudskom bi?u koje konstantno u?i i koji delom tangiraju odsustvo profita kao jedine svrhe organizacije i nadogra?uju aktivnosti HR funkcije koje su i dalje neophodne.
Zahtevi koje funkcija ljudi i kultura podr?ava, delom struktuira i na njih odgovara su:
Zahtevi su zdravorazumski i primamljivo izazovni, jer je potencijal njihovog ispunjavanja veliki. Ne nagla?avaju profit, a ne zahtevaju prevelike tro?kove.
Funkciji koja se bavi ljudima i kulturom je potrebno vreme. ?
Promena terminologije je prva domina u rastu?em nizu. Tu dominu pokre?e ljudski impuls sa?injen od akumulacije kori??enih praksi (koje ne treba zanemariti, ve? uva?iti) i novog ?eljenog stanja. Za organizaciju, promena terminologije funkcije ne?e zna?iti ni?ta ukoliko nije razvijena svest o zna?aju ljudi i konteksta u kom organizacija egzistira.