Transport Department in the UAE: HR Management

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Table of Contents

Introduction
Users of Human Resource Services
Prioritizing Needs of Users
Methods of Communication
Key Components of Service Delivery
References

Introduction

This paper focuses on the needs of the staff, line manager, and executive management in regards to human recourse services. The main focus is in the department of transport in Abu Dhabi, United Arab Emirates.

While concentrating in the transportation department, the paper looks at the priority of the needs of the three users in the airline. Further, exploration of the various methods of communication that are appropriate to employees at different levels will be carried out. Finally, the paper explains different key components of effective service delivery within the transportation department.

Users of Human Resource Services

There are three key users of human resource services within the transport department. These three users include the staff, line manager and executive management.

Staff

Members of staff have several needs to be addressed by human resources department for their smooth operations. These needs could include their satisfaction, as well as, training and development within the department.

The members of staff are concerned about acquiring up to date skills. Their development to match the changing technology in the transport sector is of exceptional good to them. Therefore, the employees expect the human resources to go through frequent training to all the staff to help them improve on their skills and qualifications and be competitive in the market (Martin & Jackson, 2010).

Line Managers

The human resource services are quite serious to the operations of business managers. Line managers are members of management to whom the employees or members of the staff in the department openly report. Line managers have superior responsibilities in comparison to the other employees.

Services that are important to the operations of a line manager within the transport department include solving grievances and conflicts that arise among employees (Martin & Jackson, 2010). The other is working on improving performance of the staff and the entire department.

The other need of line manager would be to determine the human resource develop performance management systems. Typically, one of the roles of line manager is the daily personnel management and monitoring work processes (Martin & Jackson, 2010). This will avoid unnecessary labour costs incurred without suitable returns.

Executive Management

There are several needs of the executive management that they would be happy to probe the human resources address. These include improving on the image of the transportation department, working on cost savings mechanisms, and ensuring that the departments principles are strictly observed (Martin & Jackson, 2010).

It is of much interest to the United Arab Emirates is to be recognised as an employer of choice. The company and narrowing down to the department are greatly concerned with the treatment modality of their employees.

UAE as a company and the transport department, as well as, the management expects the human resources to achieve a balance in the recruiting process. The management expects a balance in the selection of the most suitable candidates. The management also expects the human resources to formulate a schedule that would ensure talented candidates are retained.

The management is keen to witness the human resources encourage employees to sweep up the companys philosophy. The human resources are then to create the conducive environment that suits working of the employees for higher productivity (Martin & Jackson, 2010).

Prioritizing Needs of Users

After identifying all the needs of the three main players, appropriate methods are utilised to ensure that they are solved. Therefore, prioritising of users needs is necessary in ensuring that they are properly addressed.

During the recruiting of individuals, talent should be prioritized to enable the business focus on efforts that would ensure productivity and innovation. In resolving conflicts, the human resources should prioritize equal treatment with no bias. The solutions should be timely to ensure the conflicts do not bear negative consequences on the activities of the transport department (Martin & Jackson, 2010). Carrying out frequent training and workshops entrenches the companys philosophy in the employees.

Methods of Communication

There are three methods of internal communication that are utilised in the department. These include use of telephone, memorandum and notices. Internal communication can be defined as the relaying of data that occur between employer and employees.

Line managers use memos to communicate to employees or the staff within the department. The use of memos would provide concise information and allows easy flow of information across, as well as, up and down the company (Martin & Jackson, 2010). It is used to make requests and present informal reports.

Telephone communication is utilised by employees to create requests and to inquire about the department issues. They are mainly used in cross communication. The executive management, usually use notices to communicate vital issues with the staff. Notices of changes or AGM of the United Arab Emirates can be gained through this avenue.

Key Components of Service Delivery

These are the main topics concerning the delivery of services in any organization. These issues if well taken care of can lead to greater productivity and boost working relationship with the organizations. First, building and maintaining good working relationships helps minimize any misunderstanding or disputes that may arise between employees.

A good working relationship between employees boosts the relation between the individuals (Martin & Jackson, 2010). Dealing with difficult customers helps the individuals demonstrate their level of professionalism, as well as, keeps the customers in touch for a long time relationship.

References

Martin, M., & Jackson, T. (2010). Human resource practice (5th ed.). Chartered Institute of Personnel and Development, London.

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