### Learning Objectives for Human Resource Management in Language Teaching Organizations (LTOs) 1. **Identify HRM Challenges in LTOs**: Students will be able to describe common human resource management issues faced by Language Teaching Organizations, including cultural adaptation, staff motivation, and internal conflicts. 2. **Analyze Staff Motivation Factors**: Students will learn to analyze the factors that motivate staff within LTOs, understanding how organizational culture and treatment within the workplace impact employee morale and performance. 3. **Evaluate Performance and Development Strategies**: Students will be able to evaluate various methods for assessing staff performance and facilitating professional development, ensuring that employees have opportunities for growth and advancement. 4. **Understand Effective Staffing Practices**: Students will learn about effective staffing practices, including hiring and firing procedures, and how to comply with local labor laws to maintain a stable and compliant workforce. 5. **Address Fundamental HRM Questions**: Students will be able to answer key HRM questions, such as why employees choose to work for an organization, why they apply for jobs, and why they decide to leave, using these insights to improve HR practices within LTOs.

1. 1
Chapter 3:
Human
Resource
Management
• MR. VATH VARY
• PHONE: 017 471 117
• EMAIL: varyvath@gmail.com
MR. VATH VARY
10/6/2023

2. Content
MR. VATH VARY 2
⮚ Staffing
⮚ Motivation
⮚ Performance management
⮚ Delegating
⮚ Conflict management and
negotiation
⮚ Legislation
10/6/2023

3. Introduction to HRM
MR. VATH VARY 3
Language
Teaching
Organizations
(LTOs) face
various human
resource
management
(HRM)
challenges, as
illustrated by the
following
examples:
10/6/2023
✔ Saudi Arabia: Expatriate native-speaker
teachers struggle with adapting to the
national and organizational culture, leading to
high turnover within months of starting their
contracts.
✔ United States: Staff in an Intensive English
Program at a university feel marginalized and
demotivated, perceiving themselves as
'second class citizens' within the academic
environment.
✔ Spain: A newly appointed director of studies
is in conflict with a long-serving teacher who
feels resentful about being overlooked for
promotion.

4. Introduction to HRM
MR. VATH VARY 4
These scenarios
highlight key HRM
issues such as staff
motivation, performance
evaluation, professional
development, and effective
staffing practices, including
hiring and firing processes
and adherence to local labor
laws. Essentially, managing
human resources involves
addressing three
fundamental questions:
10/6/2023
✔ Why do
people work
for you?
✔ Why do
people apply
for jobs with
you?
✔ Why do
people leave?

5. Introduction to HRM
MR. VATH VARY 5
✔ What motivates your staff,
✔ How you can evaluate their
performance
✔ How your staff can develop
themselves
✔ How to get the best out of
your staff, as well as more
detailed questions such as
how to hire (and fire) staff,
and dealing with local labor
laws regarding staffing
HRM includes
discussion of:
10/6/2023

6. What is Human Resource Management?
MR. VATH VARY 6
10/6/2023
• HRM refers to the strategic
and operational activities
involved in managing the
human capital within the
organization.
• It encompasses various
functions such as recruitment,
selection, training and
development, performance
management, compensation
and benefits, employee
relations, and organizational
development.

7. MR. VATH VARY
7
• We should take into account the people who
perform those functions, specially their
needs, values, talents and personalities.
• It follows that we selecting staff for a new job,
one of the most important questions to ask is
whether the candidate will fit the culture of
the organization, and how well the
organization will fit that candidate.
Staffing
10/6/2023
Organizati
onal fit
▪ Staffing involves the recruitment,
selection, and placement of employees
within the organization.
▪ This process ensures that the
organization has the right individuals with
the necessary skills and qualifications to
perform their roles effectively.

8. MR. VATH VARY
8
The recruitment process
The recruitment
process runs
from the
identification of
the need for a
new hire all the
way through to
orientating the
person recruited
to their new job.
10/6/2023

9. MR. VATH VARY
9
The recruitment process
10/6/2023
References
to Vision and
mission
• Would the LTO be better served by
hiring a new teacher to replace the
one who is retiring, or would the
vision be better realized by
restructuring departments, creating
a teacher/administrator position, or
some other organizational change?
• Help to identify candidates
who align with the
organization's objectives.

10. MR. VATH VARY
10
The recruitment process
10/6/2023
Hiring
committee
Who will do the recruiting?
• Typically begins with the formation of a
hiring committee (representatives:
academic directors, HR personnel, and
senior teachers) responsible for selecting
suitable candidates for teaching positions.
• In smaller LTOs, one person is charged
with defining the position, advertising the
post, shortlisting, interviewing and hiring.
• The committee members collaborate to
ensure a fair and comprehensive
evaluation of applicants.

11. MR. VATH VARY
11
The recruitment process
10/6/2023
Job
description
What is Job description and
Job model?
• Is a list of all the responsibilities in a particular,
and serves to tell the applicant tool what the
job involves, and the employer what kind of
person might be right for the post.
• JD will also form the basis for the contract
that the new employee will be offered.
• is a list of requirements and qualifications, which
gives a picture of the person they wish to hire.
Organizations are increasingly supplementing
‘JDs’ with ‘person descriptions’ which are more
helpful to the employer in determining who is right
for the job.
Person
description

12. MR. VATH VARY
12
The recruitment process
10/6/2023
❖Job model, a more in-depth approach which includes real
information that he or she needs to know as to what is
expected in the position, as well as some contextual
information regarding the kind of environment and situation
in which he or she will be working
Job model
has five
categories
• Results achievable (what the person will be
expected to achieve)
• Priorities (what aspects of the JD are the
priorities)
• Obstacles (what might make the achievement of
the result difficult)
• Environment (what kind of situation the person
will find themselves working in: colleagues,
workspace, etc.)
• Management style (what kind of manager they
will be working under)

13. MR. VATH VARY 13
10/6/2023

14. MR. VATH VARY 14
10/6/2023

15. MR. VATH VARY
15
The recruitment process
10/6/2023
Those which
through the
ranking system
are clearly on
the shortlist
Those which do not quite make
the shortlist through the scoring
system, but which the
committee/individual
responsible for hiring might
want to skim-read just to see if
there are any that stand out
Those which
are definitely
to be
rejected
Identifying
and
shortlisting
applicants
• Once job vacancies are advertised,
we …
• Receive applications from interested
candidates
• Then review the applications to identify
potential candidates who meet the
specified criteria outlined in the job
descriptions.
Ranking:
Sorting the applications into three piles:

16. MR. VATH VARY
16
The recruitment process
10/6/2023
Interviewing
• Can they do the job? (capabilities)
• Will they do the job? (motivation)
• How well will they fit into the
organization?
Three main
types of
interview
questions
• Those which ask about candidates’ past
experience) Tell us about your experience
teaching young learners in Turkey?)
• Those which ask candidates to put themselves
in a hypothetical situation (What would you do
if a student in a business class stopped
attending the course?)
• Those which test candidate’s’ ability to solve a
real problem but one necessarily related to the
job itself (Ex: a logic puzzle to solve or some
form of lateral thinking problem)

17. 17
MR. VATH VARY
10/6/2023
References and
qualifications
checking
Offering the job
• Used as a final step in a
recruitment process as a check
to ensure that there are no
obvious reasons why they
should not employ that person,
having already made the
decision that they almost
certainly will
• An offer is extended to the chosen
candidate.
• The offer typically includes details such as
salary, benefits, start date, and any other
relevant terms and conditions.
The recruitment process

18. 18
MR. VATH VARY
10/6/2023
Contract
• Once the candidate accepts the
job offer, a contract is drafted
outlining the terms of
employment.
• This contract includes information
such as job title, responsibilities,
working hours, remuneration, leave
entitlements, and termination clauses.
• Both parties review and sign the
contract to formalize the
employment agreement.
The recruitment process

19. Contract
19
MR. VATH VARY
10/6/2023

20. Contract
20
MR. VATH VARY
10/6/2023

21. 21
MR. VATH VARY
information
• Involves giving new employees
all the information he or she
needs to do the job and
successfully negotiate the first
weeks while they become
accustomed to the work.
• Ex. Forms to be filled in,
information about payment such
as how and where salary will be
paid, which office to go to in
order to deal with which issue,
email accounts, who to see for
what, timetables, class
information, etc.
Socialization
• Involves what we might call ‘cultural
orientation’ helping new employee
deal with and understand the culture
of the organization, how things work,
who is who, etc.
• Provide mentors or buddies who help
guide the newcomer through
organization and what they need to
know, and who can also help with
acculturation to the national culture if
necessary.
Orientation of new staff
10/6/2023

22. 22
MR. VATH VARY
Pre-
arrival
• The new hire,
between
signing a
contract and
actually
starting work,
begins the
orientation
process
On arrival
• Involves a
specific
program taking
place over the
first few days
of the contract
On-going
• After the first week,
when a great deal of
information will have
been taken in, and a
great deal will have
forgotten, it is
important to
remember that new
hires need ongoing
support and will still
have questions that
need answering.
Orientation occurs in three distinct
phases
10/6/2023

23. 23
MR. VATH VARY
Satisfiers
(motivators)
• One’s job actually inspires
and encourages.
• These include such elements
as enjoyment of work itself,
responsibility, achievement,
recognition, advancement and
growth
Dissatisfiers
(maintenance factors)
• These include job security, salary,
administration, supervision,
interpersonal relationships, working
conditions and status.
• Aspects of the job do not
actually motivate, but the
absence of which can
demotivating.
Frederick Herzberg (1987) identified two types of factors
governing motivation:
Motivation
10/6/2023

24. 24
MR. VATH VARY
Kohn (1995)
proposes a
model as “job
enrichment” with
five steps to
achieve this:
Job enrichment
1. Combine tasks, to increase skill variety and task
identity.
2. Create natural work units, to make work
meaningful and provide ‘ownership’ of tasks.
3. Establish client relationships, to increase skill
variety and autonomy for employees.
4. Expand jobs vertically, to give responsibility and
increase employee autonomy.
5. Open feedback channels, to improve employee
awareness of performance level.
10/6/2023
• Job enrichment refers to the process of adding new
responsibilities and challenges to a job in order to increase
motivation and satisfaction. This can include opportunities for
professional development, such as training and education, as well
as the ability to take on new tasks and projects.

25. 25
MR. VATH VARY
3 Key
motivators
(Hockey,
2006)
Job enrichment
1. Opportunities to do
interesting work;
2. Opportunities for
self-development
and improvement
3. Feeling my job is
important
10/6/2023

26. 26
MR. VATH VARY
• Compensation systems refer to the financial and non-
financial rewards provided to employees in exchange for their
work. Compensation involves salary, health insurance, bonuses,
pension plans, and other fringe benefits.
Compensation systems
1. Basis of role, seniority
and qualification/
experiences
2. Performance-related
pay
10/6/2023
Compensations
may be
determined as
follows:

27. 27
MR. VATH VARY
Performance management
• How can you
manage, monitor
and evaluate
employee’s
performance in a
non-intrusive way
that does not
demotivate?
10/6/2023

28. 28
MR. VATH VARY
Performance management
10/6/2023
• Helps the receiver to form their self-concept;
• Reduce uncertainty about whether their
behavior is on track
• Serves to signal which organizational goals are
most important
• Helps employees to master their environment
and feel competent
Feedbac
k
Performan
ce
appraisal
• is a formal evaluation process that assesses
an individual's job performance over a
specific period.
• helps determine promotions, salary
increases, or professional development
opportunities for teachers.
• involves setting performance goals,
collecting evidence of performance,
conducting evaluations, and providing
feedback.

29. 29
MR. VATH VARY
Performance management
10/6/2023
• involve observing classroom interactions,
teaching techniques, student engagement,
and the overall learning environment.
• can be conducted by supervisors, peers, or
external evaluators.
• 🖎 We can Incorporate regular teach
observations into the performance appraisal
cycle.
Teacher
Observation
s
Discipline
• Disciplinary guidelines in accordance with
local labor laws
• The legislated or negotiated role of unions in
the process
• Cultural considerations that need to be borne
in mind: the role of discipline, the need for face
saving, the relationship between subordinates
and managers

30. 30
MR. VATH VARY
Performance management
10/6/2023
• Aims to enhance teachers'
knowledge, skills, and pedagogical
practices.
• involves providing
opportunities for continuous
learning through workshops,
conferences, seminars, online
courses, mentoring programs,
or collaborative projects.
• helps teachers stay updated
with the latest research and
best practices in language
teaching.
Professiona
l
developmen
t

31. 31
MR. VATH VARY
DELEGATING
10/6/2023
• Identify tasks to be delegated: Tool: Keep (K),
Share (S) and Delegate (D)
• Select suitable individuals: abilities/skills,
interests and time
• Provide clear instruction and explain the task
and your expectations
• Monitor and offer support, but don’t interfere
• Seek feedback from the person who you
assigned to the task. Ensure it is done on a
timely and correct manner.
delegatio
n
• involves assigning tasks, responsibilities, and
decision-making authority to individuals or
teams within the organization.
• is a crucial aspect of effective management
that allows managers to distribute workload,
foster employee development, and focus on
strategic decision-making.
The process of
delegation
involves
several key
steps:

32. 32
MR. VATH VARY
10/6/2023
CONFLICT MANAGEMENT AND
NEGOTIATION
✔ Conflict management and negotiation skills are crucial to
address conflicts or disagreements that may arise among
teachers, students, or other stakeholders.
✔ Understanding motivations, needs, and conflict styles can help
resolve conflicts effectively.

33. 33
MR. VATH VARY
10/6/2023

34. 34
MR. VATH VARY
10/6/2023
• should possess strong communication
and mediation skills.
• should be able to facilitate open
dialogue between conflicting parties,
encourage active listening, and guide
them towards finding common ground.
By actively engaging in conflict
resolution processes, managers can
help maintain a harmonious work
environment.
The Manager as Arbitrator in Conflict
• This involves impartially assessing
the situation, listening to all parties
involved, and facilitating a
resolution that is fair and
satisfactory for everyone.
To fulfill this role
effectively,
managers

35. 35
MR. VATH VARY
10/6/2023
• maintain professionalism and
objectivity.
• strive to separate their personal
feelings from their managerial
responsibilities
• focus on finding a resolution that
benefits the organization as a whole
The Manager as
Participant:
• Managers may find themselves
directly involved in conflicts.
• In such situations, managers
must balance their dual roles as
both a participant and a
mediator.
To fulfill this role
effectively,
managers

36. 36
MR. VATH VARY
10/6/2023
• Listen attentively to the
grievances,
• Investigate the issues
thoroughly,
• Take appropriate actions based
on the findings.
• Ensure confidentiality and
provide feedback to the
employees regarding the
outcome of the grievance
process.
Dealing with grievances
• Grievance is a formal
statements of complaints.
• Manager
ensures that
the school has
an official
grievance
policy and
procedure:

37. 37
MR. VATH VARY
10/6/2023
LEGISLATION
• It is important for managers to be aware of relevant legislation
related to conflict management and negotiation.
• This includes laws and regulations pertaining to labor rights,
discrimination, harassment, equal opportunity, and workplace
safety.
Manager needs to act ethically:
- Ensure you are not making decisions subjectively;
- Maintain a dialogue with all your staff,
- Solicit feedback
- Open to the continued development of your staff and your
organization

38. 38
MR. VATH VARY
10/6/2023