peODe in . malta

Edito GOD ANTOIN E CARU MARIO GRIXTI

MANAGING PEOPLE IN MALTA

CASE STUDIES IN LOCAL HUMAN RESOURCE MANAGEMENT PRACTICE

GODFREY BALDACCHINO

ANTOINETTE CARUANA

MARIO GRIXTI

With Foreword by Helga El/ul

Published by Agenda in collaboration with the Foundation for Human Resources Developmem.

Agenda, Miller House , Tarxien Road, Airport Way, Luga, Malea. Te! : (+356) 21664488 E-mail: info@millermalta.com

Foundation for Human Resources Developmem, Small Emerprise Cemre, Industrial Estate, Marsa, Malta.

Te!: (+356) 21233842 E-mail : fhrd@ipse.org.mt

Produced by Perfecta Adverrising Limited

Primed at Imerprim, Malta

First published in 2003

Copyright © Literary, Godfrey Baldacchino, Amoinette Caruana, Mario Grixti, 2003

Copyright © Editorial, Agenda, 2003

This book is being sold on condition that it cannot be resold. No change in its format and no parr of this book

may be reproduced in any form or by any means, mechanical or electrical, including photocopy, recording or any information,

storage, and retrieval system now known or to be invemed, without permission, in writing from the editors or the publisher,

except by a reviewer written for insertion in a magazine, newspaper or broadcast.

Disclaimer: The chapters in this book represem the personal views of respective aurhors. They are therefore not to be taken as official statemems issued on behalf

of any organisation.

ISBN 99932-622-5-0

11

\

Sponsored by:

r~~DAI1'I~ EMPLOYMENT ~ TRAINING CORPORATION

111

Table of Contents

Profiles

Foreword - He/ga EfI,,/

Editorial Introduction - Godfrey Ba/dacchino, Antoinette Carttana

& Mario Grixti

Section I: Macro-General

Chapter 1 - Family Business & Entrepreneurship

VII

XIII

XVI

- Ray Cassar 1

Cbapter 2 - Management Culture

- Rltpert MifS7td 23

Cbapter 3 - Involvement of Social Partners in Life-Long Leatning

- A/an Camifleri 43 Chapter 4 - Impact of Europeanisation on Social & Labour Policy

- Godfrey Ba/dacchino 65

Section lIa: The Public Sector

Cbapter 5 - Recruitment & Selection in the Public Service

- Charles Pofidano 89

Chapter 6 - Performance Management in the Public Service

- Anne Marie Thake III

Section lIb: The Private Sector

(i) Performance, Review, Reward

Chapter 7 - Implementing Performance Management

- David Parnis

Chapter 8 - Comparing Performance Management Systems

- Louis Naudi

Cbapter 9 - Managing Workforce Diversity

- Antoinette Carttana

Cbapter 10 - Just for Wages?

- Victor Aqllifina

v

151

167

189

227

(ii) Training & Development

Chapter 11 - Employee Training Through Multi -skilling

- Phi/ip Zammit

Chapter 12 - Training & Development for the Socially Excluded

-Joe Clttajar

Chapter 13 - Drama-based Training

- Pattline AttaJ'd

Chapter 14 - Training & Development in Worker Co-operatives

- Si/vio De Bono

(iii) Management - Labour Relations

Chapter 15 - Individualism versus Collectivism in Industrial Relations

241

265

287

313

-Joseph Montebello 335

Chapter 16 - Worker Shareholding & Worker Involvement

- Rose Marie Azzopardi

Chapter 17 - Worker Participation & Employee Involvement

- Edward L. Zammit

Chapter 18 - Global Corporate Culture meets

Local Culture and Practice

- Christine Davies

Appendix: Direcrory of HR-Related Organisations in Malta

Author Index

Subject Index

VI

355

379

405

425

429

441

Profiles

VICTOR AQUILINA B.A. (Hons .), M.A., is presently employed as a statistician in labour statistics at the National Statistics Office. His main research interests are in industrial sociology, industrial relations and community studies. In the years 2000-2001, he was junior research fellow at the University of Malta's Workers' Development Centre (WDC). During this period, he carried out research on the perceptions of trade unions by their members and on evolving industrial relations at Malta Drydocks. As an undergraduate, he was active in the left-wing social movement Graffiti. E:mail: victoraq@maltanet.net

PAULINE ATTARD D.P.A., M.Ed. in Tr'g &

Dev't (Sheffield), is Senior Executive (Training &

Development) at the Institute of Water Technology of the Water Services Corporation where she is involved in the planning and organisation of training courses . Her key research interest lies in the use of drama as a learning medium in training (particularly in the form of role-plays, forum theatre and creative dramatics) and how this method dynamises the learning process . Ms Attard has also lectured to participants following the Diploma in Adult Education at the University of Malta.

E-mail: psattard@melitanet.net

ROSE MARIE AZZOPARDI D.P.A., B.A., M.A. (Sussex), lectures in International Economics at the University of Malta. She followed short courses at the Victoria University of Technology in Australia and Selwyn College, Cambridge, U.K. She is also a visiting lecturer at Le Havre University, France. Prior to her University appointment in 2002, Ms Azzopardi worked for 19 years as a civil servant in a number of government departments and ministries. Her current research interests include economic and monetary union, international trade and small economies and socio-economic issues within contemporary organisational sttuctures .

E-mail: rosemazzopardi@hotmai!.com

vu

GODFREY BALDACCHINO B.A. PGCE, M.A. (The Hague), Ph.D. (Warwick), is Director of the Workers ' Development Centre and Associate Professor, Department of Sociology at the University of Malta. He has been an FHRD Director (1999-2003) and Chairperson of the Board of Cooperatives (1998-2003). Prof. Baldacchino has served as advisor on EU social policy to the General Workers ' Union, the Unjon Maddiema Maghqudin, Malta Employers' Association and Malta Hotels & Restaurants Association. He served as core member of the Malta-EU Steering & Action Committee (MEUSAC). Author and co-editor of books and articles on people management and labour relations issues, published locally and abroad . E-mail: godlre)..baldacchino@1fI1Z.ed ... 1I2!

ALAN CAMILLERI B.Psych. , M.Se. (Leicester), is Information Management Officer for the Ministry for Social Policy as well as Communications Co­ordinator to the Deputy Prime Minister & Minister for Social Policy. He has supported the setting up the Occupational Health & Safety Authority, the strategic review of Information Systems and Human Resoutces for the Department of Social Security, the setting up of e-Social Services and the technology-intensive Social Policy Information Centre . He is the Ministry's e­Champion for the eGovernment project. He is also visiting lecturer In

Occupational Psychology at the University of Malta. E-mail: alan.ca1l2illeri @1I2agne!.1n!

ANTOINETTE CARUANA B.A. (Public Administration), M.Se. (Leicester), is Chief Executive of Heritage Malta, after having worked in the private sector for over 13 years. She has specialised in human resource management and development and has also been actively involved in local industrial relations. Ms Caruana has consulted various local organisations and lectured in Management at the University of Malta. She chairs the Malta Professional & Vocational Qualifications Awards Council, is Director of the Employment & Training Corporation, employers' representative on the Industrial Tribunal and core member of the Malta-EU Steering & Action Committee (MEUSAC). Until recently, Ms Caruana served as FHRD Director and is still involved as a qualified assessor of the national People Management & Satisfaction

VU!

Award. She has addressed and presented papers for national conferences and contributed to local journals and publications. E-mail: antoinette.camana@gov.mt

RAY M. CASSAR B.A.(Hons), M.A., M .Ed. (Manchester), Assoc. IPD (Lond.), is Business Development Manager and Co-ordinator of Training and Communications with the Institute for the Promotion of Small Enterprise where he specialises in developing and delivering support programmes for business start-ups . He has worked in various industrial sectors ranging from educational toutism to manufacturing, and with British, German, Italian and Japanese firms operating in Malta. He has served on the Board of the Malta Employers' Association and on the HR sub-committee of the Malta Federation of Industry. He is also co-founder of the Federation of English Language Teaching Organisations - Malta (FELTOM). E-mail: raymcassar@hotmail.co1lZ

JOSEPH CUTAJAR Dip. (Adult Tr'g & Dev't), M.Se. (Leicester), is Senior Manager (Training Services) at the Employment & Training Corporation. He joined the Corporation in 1991 as one of its first Training Executives. His current responsibilities include initial and continuing vocational training schemes organised by the Corporation for the unemployed as well as for those in employment interested in upgrading their skills. Mr Cutajar represents the ETC on various committees and seminars, both locally and abroad. E-mail;joec@etc.org.mt

CHRISTINE DAVIES MCIPD, ACIB, is Head of Human Resources, HSBC Bank Malta plc since 2002. Having worked in UK retail banking with Midland Bank for nine years, Ms Davies moved into Human Resources in 1986 . She has worked in compensation, job evaluation, employee relations, development, and in several generalist HR roles. In working for HSBC Bank Middle East based in Dubai, she was responsible for resourcing and development. Subsequent! y, she was Head of HR OffShore Islands, based in the Channel Island ofJersey.

E-mail: christine.davies@hsbc.com

IX

SILVIO DE BONO DBA (Maasrricht), Dip. Jour., Dip (Adult Tr'g & Dev't), B.A., M.A. (HRD), M.Phi!. (Maastricht), is Managing Director of Business Process Consulting Ltd., Liquid Studios Ltd. and MT Media Productions Ltd. He lectures in Management and Communication Studies at the University of Malta and other academic and training institutions . He was a founding member of the fi.rst professional worker co­operative in Malta. A specialist on Strategic HRM and Change Management, Dr. De Bono has carried out a number of management assignments for local industry. E-mail: debonos@ettroweb.net.mt

MARIO GRIXTI D .P.A., M.Se. (Manchester), is a public officer at the Department of Industrial &

Employment Relations. He has served as Chief Executive Officer of the FHRD (2001-3) . His work experience includes placements with the HR Section of the Water Services Corporation. He has served as visiting lecturer in Human Resource Studies to the Department of Public Policy, University of Malta. E-mail: mario.a.grixti@gov.mt

RUPERT MIFSUD B.A. (Hons), has worked as a clerk and later as an officer in the human resource department of a local company involved in the tourism industry for 10 years. He joined Outlook Coop as a research executive in management consultancy in 1998. He set up his own local scuba diving business in 2000, which he runs and manages along with his wife. E-mail: dive@bttddiesmalta.com

]OSEPH MONTEBELLO Dip. (Labour Studies), MBA (Leicester), is Production Manager with a foreign owned manufacturing company based in Malta. He served as Junior Research Fellow with the University of Malta's Workers' Development Centre. He has served as Council member of the Federation of Industry (2000-2001) and is an active member of the FOrs Human & Social Policy Working Group since 1990. Mr Montebello is Vice-President of the Malta Mentoring Society and serves as Council Member of the Malta Professional & Vocational Qualification Awards Council since 2000. E-mai!: monte620@maltanet.net

x

LOUIS NAUDI B.A. (Philosophy & Human Studies), M.Se. (Training & HRM) (Leicester), is Director of Human Resources at Island Hotels Group. He has occupied Human Resources Development positions in the travelltourism as well as manufacturing industries. He is a local approved tutor for the Centre for Labour Market Studies (University of Leicester), as well as lecturer for the Malta Institute of Management course leading to the Certificate in Management Competence. Mr Naudi is currently a Director on the FHRD Board. He has also worked as a social studies teacher and guidance counsellor. E-mail: lnaudi@islandhotels.colll

DAVID PARNIS B.A. (Hons.) (Social Work) , M.A. (Soe. Stud.) started working in the field of addiction and in the area of personal and soc ial development, throughout which he carried out a number of research projects. In the year 2000, he joined the HR Department at Methode Electronics (Malta) Ltd. His research interests include social exclusion, sub­cultures and gender issues. Currently, Mr. Parnis is pursuing professional studies in psychotherapy. E-mail: david.parnis@methodelllalta.com

CHARLES POLIDANO, B.A. (Public Admin.), MPA (Dalhousie), is Director of Strategy and Planning at the Office of the Prime Minister. Between 1996 and 1999 he lectured in public sector management at the Institute for Development Policy and Management, Un iversity of Manchester, U.K. He has written extensively about public sector management and his work has appeared in such academic journals as Public Administration, Public Management Review, Political Studies and World Development. He is co-ed itor of Beyond the New Public Management: Changing Ideas & Practices in Governance (Elgar, 1998; with Martin Minogue and David Hulme) and the Handbook on Development Policy & Management (Elgar, 2002; with Colin Kirkpatrick and Ron Clarke). E-mail: charles.polidano@gov.mt

XI

ANNE MARIE THAKE B.A. (Hons.), M.Se. (Manchester) Human Resource Development, is Assistant Lecturer in the Department of Public Policy, Faculty of Economics, Management & Accountancy, University of Malta, since 1994. She also practises as a freelance Human Resource (HR) consultant. Ms Thake has worked for the Staff Development Organisation within the Office of the Prime Minister, was Human Resource Manager at the former Planning Authority and HR/Quality Manager for Alf. Mizzi & Sons (Marketing) Group. In 1995 , she was attached to the European Parliament - Directorate General for Research (Luxembourg) on issues related to performance management. Ms Thake has written several HR documents and articles and was instrumental in drafting the first Human Resource Policy and Strategy for Malta 2003-2006. E-mail: amthake@waldonet.net.mt

EDWARD L. ZAMMIT B.A., Ph .L. M.Litt (Oxon.), D.Phil. (Oxon), is Professor of Industrial Sociology and Deputy Dean of the Faculty of Economics, Management & Accountancy (FEMA) at the University of Malta. He chairs the Workers ' Development Centre at the University of Malta, is Deputy Chairman of the Employment & Training Corporation and a Director on the FHRD Board. He is also the first Chairman to be appointed to the Employment Relations Board, set up in terms of the new Employment &

Industrial Relations Act. His publications include A Colonial Inheritance (Malta University Press, 1984). E-mail: edward.zammit@ttm.edtt.mt

PHILIP ZAMMIT MSe.(Anglia), is Manager in charge of Employee Development at Playmobil (Malta) Ltd. He is also part time lecrurer in management at the University of Malta. He has facilitated a number of lectures at the Malta Institute of Management, the Employment & Training Corporation and the Fellenberg Institute of Industrial Electronics. Mr. Zammit is also consultant to the Let Me Learn® process, focusing on its application to Industry. A specialist in adult learning, Mr. Zammit is a member of a number of boards concerned with the local VET system. H e has also served as external verifier for City & Guilds of London Institute since 1999. E-mail: philip_zammit@playmobilmalta.com

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Foreword

My long association with the Foundation for Human Resources Development has been driven by my strong belief that people - and their performance - truly make the difference to the ongoing success of any organisation. For many years, I felt that the professional management and development of people in Malta did not receive the attention that it truly merited. Yet elsewhere, whether by choice or through necessity, a new era of human resource management philosophy and practices was emergmg.

Reality and the opportunity to work with people on a daily basis, have shown me time and time again that it is the people who work for the organisation, who truly are the organisation that will transform plans into action, who through their commitment and expertise will acrually make things happen. At the same time, the transformations being undertaken in Malta within the economy, the growing service sector, the rapid developments in information technology and the intensely competitive global and domestic markets have created great pressure on our organisations - whatever their size, to consider changing not only what they do bur how

they do it as well. This fundamental transition has affected most organisations whether large or small, export oriented or producing mainly for the local market.

We are all very much aware that corporate cultures and values are also changing. Organisations are looking for a new generation of employees who wanted to continue developing, who are willing to contribure their ideas and not only their time. However, one must also be conscious that the composition of today's workforce

XliI

has changed. It is evident that employees tend to be generally better educated, less committed and yet have higher expectations than earlier generations. These transitions have required a change in the management and development of employees in Malta, as elsewhere.

It is for this reason, that I am extremely pleased and proud that this long awaited publication has been put together. Managing People in Malta brings together a broad spectrum of practical knowledge, research and theory about human resource management and development in Malta. It carries a richness of insights, experiences and theoretical debate about developments in Malta that should prove to be an interesting learning tool as well as a benchmark for many organisations.

On behalf of the Foundation for Human Resources Development (FHRD), which has striven to promote and create awareness about the professional management and development of people at national and organisational levels as well as amongst practitioners through various means, I would like to extend my sincerest appreciation to the editors and contributors of this publication.

There is one person who has been particularly instrumental in turning our vision for this publication into reality and who has staunchly supported the Foundation through its own development. I would like to thank Professor Godfrey Baldacchino for the great personal effort and commitment he has placed to bridge the gap between academia and practice through the realisation of this publication and through his determined and inimitable style for which he is so greatly admired both on our local shores and internationally. My thanks also go to Ms Antoinette Caruana for having contributed so selflessly to the development of the HR profession in Malta, not least by her own example; she has so skillfully shaped the content and balance of this publication. And special gratitude to Mr Mario Grixti who brought a welcome spate of fresh air to the FHRD as its Chief Executive, with his livid humanity, unique charm and creative mind, including the conceptualisation of this timely book.

XIV

This publication is truly a valuable resource tool that fills a gap in tracing the development of Malta's economy and in the sharing of experiences and knowledge amongst human resources professionals.

Helga Ellul Honorary President Foundation for Human Resources Development (FHRD)

xv

Editorial Introduction

I. The Rise & Fall of Strategy Management education has become a brisk business worldwide. The number of people taking up courses involving or focussing on management studies has been on a steady increase in recent decades. Young graduates, mid-career professionals and seasoned veterans are turning to the study of management. Business Schools are on the ascendant, and it appears that an MBA is the most prestigious qualification of the moment.

Why do they do it? For want of having nothing better to do? As a stop-gap option in between one job and another? As a stepping­stone to a more rewarding, and better paying, career? To secure an elusive promotion? Irrespective of the real motives, one certain outcome of such a profligacy of demand for management education and training has been the rendering of 'management' as an esoteric subject, involving much more planning than hunch; more science than art; more technique than intuition. Managers, it seems, are made, rather than born.

A key concept in this conceptualisation of 'management' has been strategy. A strategic orientation to business has been at the core of contemporary management training. The notion is appealing, primarily for two reasons:

First, it gives the impression that business is a series of problems to which there are ready-made answers. It seeks to reduce into nothing that unknown factor in the equation which is every manager's nightmare. Tempting though this might be, the evidence does not support this impression. Business booms will be followed by business troughs. Stock markets will be bullish and bearish. Perhaps the only certainty is that such a belief creates a demand for more knowledge and higher certification. Those who purported to have found 'the key' to good business practice - the originators of so many management fads - have often been discredited, though

XV!

not before having profited from book sales and consultancy contracts.

Second, the 'strategy syndrome' suggests that running a business is for the educated elite. Industrial activity has been sanitized into science parks or clean business incubators where the newly-educated middle classes could dynamise the economy with their inventions (Massey, 1984). This poured cold water and some scorn on 'narurals' who may have been instinctive entrepreneurs and leaders withour necessarily knowing how to read or write, let along having read an MBA. It also sought to elbow out traditional industrial relations practices which involved managers negotiating or discussing with trade union and other worker representatives; again, these were not likely to have matched the (expensive) managers' educational careers.

Today - after the 1119 tragedy; the collapse of stock markets; the demise of behemoths Enron and WorldCom; the wrapping up of Arthur Andersen - it makes sense to be more wary and sceptical of sugar-flavoured prescriptions to the management function. The confidence that comes with knowledge does not necessary translate into market gains. Strategic Business Management per se is not so popular anymore. All too often, being strategic merely meant short­circuiting trade unions or adopting downsizing. The ancient wisdom of Chinese sage Sun Tzu's Art o/War is now back in favour : he emphasised the importance of speed, timing and adaptability in the successful pursuit of war; only so would one seize any opporrunities which may arise, or react to any calamity that might suddenly befall (Sun Tzu et al., 2002).

2. The Essence of People Management The management of people is one component within this

generally gloomy business scenario. And, although people management is an integral component of sound business practice - or so it should be - it has not been discredited and disillusioned.

XVll

Rather, and in sharp contrast, this most human of all business practices has continued to focus on flexibility, leadership, the exploitation of difference, the unleashing of potential.

If Management were a science, People Management would be its most artistic component. If Management were a procedural technique, People Management would be its most uncertain variable. The management of people provides the context for the acknowledgement of customised, sensitive and sensible decision­making. It is wrong to consider 'human resources' as if they were just another category of assets: along with land, capital or entrepreneurship. Human resourcefulness is not a naughty, pesky, 'elastic' variable to be weeded out and neutered through technological determinism, training or socialisation; it is rather the source of ultimate critical edge. There is, simply, no other way. It takes some humility for managers, especially professionally educated managers, to recognize or admit that they need to depend so much on their employees.

3. The HR Function Within this loose general framework, people management does have its own terms of reference. The organisation of people at work can be conveniently categorised into five contiguous activities which collectively represent what is often called 'the human resource function'. These terms of reference are broader than the traditional 'personnel' function, which usually restricts itself to recruitment, reward/discipline and industrial relations. These activities, and their inter-relationships, can also be reproduced graphically (see below):

3.1 Resourcing (Recruitment & Selection) A key activity of the Human Resource Function is to locate and recruit the people that the organisation needs for its ongoing success. Well planned person-power strategies attempt to balance

XV1l1

Development r-

~ I Reward Recruitment ---. Performance ---.

& Selection & Appraisal

... Involvement &

Industrial Relations

the projected demand for and supply of labour, in order to have the right number of the right employees in the right place at the right time. The demand for person-power is influenced by organisational strategies and objectives, the environment and the way that the workforce is deployed within the organisation. Whilst in many instances, recruits are full-time persons, as the scenario changes, more flexible contracts and ways of working are being introduced. 'Employees' may be part-time, seasonal or occasional, they may even be self-employed, consultants or subcontractors -the working relationship between the organisation and its people is the contract, which summarises the features of that relationship so that both parties know where they stand. An appreciation of the increasing diversity of the workforce and the implications this has on the organisation is critical to successful recruitment and retention. The process of selection is also key to this success and sets the foundation for the relationship between the prospective employee and the organisation. This usually involves at least one face-to-face meeting between the parties to agree terms before the actual relationship commences. The process of' coming to terms' is one of mutual appraisal between the parties.

3.2 Performance Many companies put in considerable effort to ensure that they have in place tight contracts of employment; however, a major issue of current concern with many organisations is a move towards

X1X

I

a contract for performance. For organisations to thrive in today's dynamic economy, organisational performance is key. Critical to organisational performance is the effective performance of the employees of the organisation. A critical factor in achieving effective performance is getting the organisational processes right but within the organisational framework there are the leaders, teams, groups and individuals who actually carry out the work. The latter demand serious, co-ordinated attention. Performance management has been developed to co-ordinate several features such as goal setting, team and individual performance, and performance appraisal to deliver effectiveness. Appraisal is one of the most debated issues in HRM. It is difficult to carry out and indeed, is frequently done badly with serious damaging results. However, when done well, it can be invaluable for the organisation and also greatly motivating for the appraisee. It is definitely one of the most demanding and skilful activities required from any manager. Dealing with poor performance, settling issues of grievance, discipline, health and safety . .. these concerns are all aspects that demand recognition and action for effective performance to be attained and sustained within an organisation. The issue of the management of a diverse workforce is also key to

ongoing organisational performance, as management understands that the people working for the organisation have a wide range of backgrounds, interests and capacities; developing the potential of all employees will unleash a major asset.

3.3 Development Ensuring that people can perform effectively demands that the organisations as well as the individuals themselves consider how people acquire skill and knowledge in order to develop their capacity to perform effectively. Many employers rely on the national framework of education and the specifications of professional and other bodies; others have set up internal strategies for the ongoing training and development of their employees. Development issues

xx

are of concern to all workers, across all levels and can occur through different methods. As organisations realise the potential that lies within each and everyone of their employees, they wake up to the ongoing investment that needs to be made to ensure the ongoing effective performance, and continued retention and motivation, of this 'asset'. Individually, many employees are interested in furthering their own careers. It is much more unlikely today that persons will spend all their working life with a single employer, so career development is also considered to be the responsibility of the individual as well as of the employer. Generally, interest in the idea of ' the learning organisation' as a response to poor organisational performance has drawn much attention. Becoming a learning organisation is seen by some employers as the way of keeping ahead of competitors and gaining competitive advantage.

3.4 Rewards Another core aspect of HRM is to ensure that employees are rewarded for their performance within the organisation. The whole issue of rewards is wider than pay and organisations are becoming increasingly concerned about non-financial factors that motivate employees and retain them in employment. With respect to pay, many employers abide by collective agreement negotiations but concepts of paying for individual skill and performance are now high on the agenda. Pay demands fairness and objectivity. It is a challenging feature that benefits from the support of the introduction of job evaluations and forward-looking holistic reward strategies. Organisations are interested in rewarding the better performer more than the average performer and a number of schemes are possible to ensure that this objective is reached . Moreover, understanding what actually motivates the employee to perform better is critical to the organisation which then must make sure that it implements the right strategies to sustain and improve the level of employee motivation and satisfaction at the workplace.

XXI

3.5 Employee Involvement & Industrial Relations Ensuring the continuous engagement and commitment of the employee to his or her responsibilities has been the subject of much debate over the years. Different practices have sought to reduce indifference and alienation at the workplace and the issue of increased employee involvement and empowerment has generated much interest. Involvement is largely concerned with preventing or alleviating indifference at the workplace and therefore increasing commitment and satisfaction. It is also concerned with harnessing the knowledge and experience of people who actually carry out the job to be able to continually improve performance. As many of the issues are often collective, concerning a number of people in a similar situation, many employee involvement procedures incorporate the recognition of trade unions and their legitimate operations. The relationship between organisations and trade unions is undergoing change as employers and trade unionists recognise the benefits accruing to both parties as they work in closer understanding rather than taking opposing and oppositional stances. Interesting developments are also occurring as discussions and negotiations open up beyond the traditional aspects of pay and discipline to take a more holistic approach and a better understanding of the environment in which organisations are operating.

4. Thinking Globally,Acting Locally In the meantime, there is as yet no Maltese human resource management textbook, and the many students/ practitioners of the ' subject end up resorting to foreign texts for inspiration and guidance, when their real concern is to understand and get a lever on the local situation. Local tutors/ lecturers in the HR field likewise cannot resort to published local case material, since this does not yet exist in print. Their ready reference is to literature and mentors from the U.S. - U.K. stable, whether as publications,

XX11

journals, internet sites, training advisors and visiting lecturers. People Management education in Malta is pursued with such textbooks as Armstrong (2000) or Torrington & Hall (1998); or otherwise with tutors drawn from U .K . Universities such as Leicester or Brunel. While international comparisons are useful, and it. always pays to consider the lessons of trans -national experiences, it is not advisable, and perhaps outrightly dangerous, to neglect the local shape of things. Worse, one may also assume that the local is a faithful rendition of the British or the American variant. Not so. Indeed, Malta's ceremonial culture is strongly based on a demonstrative Roman Catholic legacy, where religiosity (meaning behaviour for social consumption) is distinct from religiousness (meaning fundamental values) (Glock & Stark, 1992). Besides, having one foot confidently European and the other hesitatingly Mediterranean, the Maltese are ripe to integrate people management principles within their 'ambivalent' character (Mitchell, 2001): paying lip service at a formal level; but then in practice adopting different approaches which may be culturally more 'at home'. The end result is a unique palimpsest: using Hofstede's (1983) typology, it comprises high masculinity; high individualism; high power distance; high uncertainty avoidance ... Curious to know more? Then, read on.

5. This Book This book is the first to seek to map the (actual) practice of people management in Malta. It considers the actual implementation of the human resource function in Malta today. Case material seeks to represent the diverse totality of the Maltese workplace:

• generally and nationally, on one hand; and specifically, in relation to a distinct enterprise or enterprises, on the other;

• in terms of type of ownership: (public, quasi-public, foreign

XX111

owned private, locally owned private, the small family business, the worker cooperative, the worker-owned or managed firm);

• in terms of economic activity: (banking, hospitality, ship-repair, manufacturing, retail, public administration);

5.1 Description of Papers The eighteen papers which follow are grouped into two general sections. They are penned by eighteen different authors (of whom five women), all of whom except one are Maltese. Most are either long established trainers, practitioners or HR specialists in public or private industry; or else graduates or academics with exceptionally good research papers which have been edited specifically for this publication.

The first section of the book paints a macro, generic and national picture of people management issues. Here the discussion deliberately steers away from specific firms, opting instead to consider the broad picture: the nature of the small family business (Ray Cassar); the culture of local management as analysed from practice (Rupert Mifsud); life-long learning orientations and the role of social partners (Alan Camilleri); and the impact of Europeanisation on local social policy (Godfrey Baldacchino).

The second section is in turn divided into two parts. The first is dedicated to the public sector, that which by itself remains responsible for over a third oflocal employment. Seasoned 'insiders' give us critical and well-documented glimpses of the Maltese public sector's practice in relation to recruitment & selection (Charles Polidano) and performance & discipline (Anne Marie Thake).

The bulk of the papers - three sets of four papers each - revolve around HR considerations garnered from specific firms in private industry.

We start with considerations of performance, review and reward, based on papers on performance management practice (David Parnis); staff appraisal schemes (Louis Naudi); diversity

XXIV

management (Antoinette Caruana) and a critical consideration of the response of workers to such management-driven philosophies and techniques (Victor Aquilina).

Next are papers exploring the issues of training and development: the rationale and practice of multi -skilling (Philip Zammit); programmes addressed at the socially excluded aoe Cutajar); drama as training tool (Pauline Attard) and the training and development function amongst worker cooperatives (Silvio De Bono).

Final quartet looks at the thorny issue of management-labour relations and the complex dynamics which may arise when a people management approach comes across an ingrained trade union culture aoseph Montebello); with diverse experiences of worker participation and employee involvement (Edward 1. Zammit) or of worker shareholding in a manufacturing concern (Rose Marie Azzopardi). Finally, aware and watchful of the impact of globalisation, we consider the consequences of having local work practices engaging with a multinational corporate philosophy (Christine Davies).

An appendix includes the names and contact details of HR­oriented organisations based and operating in Malta; plus a handy subject and author index.

God/rey Baldacchino

Antoinette Caruana

Mario Grixti

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References

Armstrong, M. (2000) A Handbook of Personnel Management Practice, London, Kogan Page.

Glock R. & C. Stark (1992) American Piety: The Nature of Religious Commitment, Berkeley CA, University of California Press.

Hofstede, G. (1983) Culture's Consequences, London, Sage.

Massey, D. (1984) Spatial Divisions of Labour: Social Structures and the Geography of Production, London, Palgrave Macmillan.

Mitchell, J. (2001) Ambivalent Europeans: Ritual, Memory and the Public Sphere in Malta, London, Routledge.

Sun Tzu, Sun Pin & D. E. Tarver (2002) The Art of War - Sun Tzu - In PlainEnglish, Lincoln NE, Writers Club Press.

Torrington, D. & L. Hail (1998) Human Resource Management, 4th edition, London, Prentice-Hall.

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