'Human Resources' management, as so popularly called in our organisations, has become almost a buzzword. The same term is being used both for the personnel function as well as the human resource function. It seems that by adopting a more fashionable term, organisations are becoming more competitive.

In Malta there still exist some misconceptions and ignorance on the profession of human resources. One first needs to understand that environmental pressures facing organisations generate particular task demands and management systems, which are most appropriate for the organisation structure (Burns & Stalker 1961).

Therefore one approach of management could operate better in one type of environment than in another. The term therefore needs to be used appropriately according to its role and its environment.

Since labour is seen as a source of profit, people are the most valuable assets to organisations (Rowley, 1997). Thus personnel management has given way to human resource management, specialising in 'people issues'. Depending on the work environment, personnel management could include recruitment and selection, record keeping, training, welfare, union relations and also finance and administration. While human resource management is more strategic, linking employee relations practices with the organisational strategies.

In Beardwell and Holden's (1994) analysis of what HRM is, they have given four-fold dimensions to the profession: namely strategic as already mentioned; developmental, referring to the concept of investing in people rather than considering people as a cost; restatement of the term used as a buzzword; and fusion, combining personnel management and industrial relations, moving towards recognising individualism rather than collectivism.

The human resource role is also a policy maker and a consulting role, shifting from employee skills training to managerial education and development. In those organisations where the role is recognised as a specialisation, bringing changes and solutions, it is one of the main pillars, contributing strongly to ensure that their organisation gains competitive edge through their people.

Needless to mention, however, in Malta some companies also survive without such specialisation. We have instances where the role is taken up by general managers, engineers or even line managers. Because human resource management is a multi-faceted concept, more knowledge and understanding of the role is required by all social partners and those in higher authority to recognise the valuable contribution and change the human resource practitioners can bring to their organisations.