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HRM Assignment

Human resource management has evolved over time from an emphasis on industrial welfare in the late 1800s to personnel administration in the 1920s to its current focus on strategic planning and alignment of human capital with organizational goals. Key milestones included the development of scientific selection methods, increased importance of training during World Wars I and II, the rise of unions in the 1930s-1950s, and legislation protecting employee rights and promoting diversity starting in the 1960s. The field continues to adapt to trends like increasing workforce diversity, globalization, and technological change.

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Jan Sheer Shah
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82 views

HRM Assignment

Human resource management has evolved over time from an emphasis on industrial welfare in the late 1800s to personnel administration in the 1920s to its current focus on strategic planning and alignment of human capital with organizational goals. Key milestones included the development of scientific selection methods, increased importance of training during World Wars I and II, the rise of unions in the 1930s-1950s, and legislation protecting employee rights and promoting diversity starting in the 1960s. The field continues to adapt to trends like increasing workforce diversity, globalization, and technological change.

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Jan Sheer Shah
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© © All Rights Reserved
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Download as DOCX, PDF, TXT or read online on Scribd
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Hazara university Mansehra

Assignment
TOPIC: HISTORY OF HUMAN RESOURCE MANAGEMENT

Submitted by: Syed jansheer shah


Submitted to: Mam Saira awan
Roll no: 47343
Class: BBA 5th
Subject: HRM
Department: management sciences
INTRODUCTION

The term "human resource management" has been commonly used for about the last
ten to fifteen years. Prior to that, the field was generally known as "personnel
administration." The name change is not merely cosmetics.
Personnel administration, which emerged as a clearly defined field by the 1920s (at least
in the US), was largely concerned the technical aspects of hiring, evaluating, training,
and compensating employees and was very much of "staff" function in most
organizations. The field did not normally focus on the relationship of disparate
employment practices on overall organizational performance or on the systematic
relationships among such practices. The field also lacked a unifying paradigm.

HRM developed in response to the substantial increase in competitive pressures


American business organizations began experiencing by the late 1970s as a result of
such factors as globalization, deregulation, and rapid technological change. These
pressures gave rise to an enhanced concern on the part of firms to engage in strategic
planning--a process of anticipating future changes in the environment conditions (the
nature as well as level of the market) and aligning the various components of the
organization in such a way as to promote organizational effectiveness.
Human resource management (HRM), also called personnel management, consists of
all the activities undertaken by an enterprise to ensure the effective utilization of
employees toward the attainment of individual, group, and organizational goals. An
organization's HRM function focuses on the people side of management. It consists of
practices that help the organization to deal effectively with its people during the various
phases of the employment cycle, including pre-hire, staffing, and post-hire. The pre-hire
phase involves planning practices. The organization must decide what types of job
openings will exist in the upcoming period and determine the necessary qualifications for
performing these jobs. During the hire phase, the organization selects its employees.
Selection practices include recruiting applicants, assessing their qualifications, and
ultimately selecting those who are deemed to be the most qualified.

THE HISTORICAL BACKGROUND OF HUMAN RESOURCE MANAGEMENT

Human resource management has changed in name various times throughout history.
The name change was mainly due to the change in social and economic activities
throughout history.

Industrial Welfare
Industrial welfare was the first form of human resource management (HRM). In 1833 the
factories act stated that there should be male factory inspectors. In 1878 legislation was
passed to regulate the hours of work for children and women by having a 60 hour week.
During this time trade unions started to be formed. In 1868 the 1st trade union
conference was held. This was the start of collective bargaining. In 1913 the number of
industrial welfare workers had grown so a conference organized by Seebohm Rowntree
was held. The welfare workers association was formed later changed to Chartered
Institute of Personnel and Development.

Recruitment and Selection


It all started when Mary Wood was asked to start engaging girls during the 1st world war.
In the 1st world war personnel development increased due to government initiatives to
encourage the best use of people. In 1916 it became compulsory to have a welfare
worker in explosive factories and was encouraged in munitions factories. A lot of work
was done in this field by the army forces. The armed forces focused on how to test
abilities and IQ along with other research in human factors at work. In 1921 the national
institute of psychologists established and published results of studies on selection tests,
interviewing techniques and training methods.

Acquisition of other Personnel Activities


During the 2nd world war the focus was on recruitment and selection and later on
training; improving morale and motivation; discipline; health and safety; joint consultation
and wage policies. This meant that a personnel department had to be established with
trained staff.

Industrial Relations
Consultation between management and the workforce spread during the war. This
meant that personnel departments became responsible for its organization and
administration. Health and safety and the need for specialists became the focus. The
need for specialists to deal with industrial relations was recognized so that the personnel
manager became as spokesman for the organization when discussions where held with
trade unions/shop stewards. In the 1970's industrial relations was very important. The
heated climate during this period reinforced the importance of a specialist role in
industrial relations negotiation. The personnel manager had the authority to negotiate
deals about pay and other collective issues.

Legislation
In the 1970's employment legislation increased and the personnel function took the role
of the specialist advisor ensuring that managers do not violate the law and that cases did
not end up in industrial tribunals.

Flexibility and Diversity


In the 1990's a major trend emerged where employers were seeking increasing flexible
arrangements in the hours worked by employees due to an increase in number of part-
time and temporary contracts and the invention of distance working. The workforce and
patterns of work are becoming diverse in which traditional recruitment practices are
useless. In the year 2000, growth in the use of internet meant a move to a 24/7 society.
This created new jobs in e-commerce while jobs were lost in traditional areas like shops.
This meant an increased potential for employees to work from home. Organizations
need to think strategically about the issues these developments raise. HRM managers
role will change as changes occur.

Information Technology
Some systems where IT helps HRM are: Systems for e-recruitment; On-line short-listing
of applicants; Developing training strategies on-line; Psychometric training; Payroll
systems; Employment data; Recruitment administration; References; Pre-employment
checks. IT helps HR managers offload routine tasks which will give them more time in
solving complex tasks. IT also ensures that a greater amount of information is available
to make decisions.

HISTORICAL MILESTONES IN HRM DEVELOPMENT

1890-1910
Frederick Taylor develops his ideas on scientific management. Taylor
advocates scientific selection of workers based on qualifications and also
argues for incentive-based compensation systems to motivate employees.

1910-1930
Many companies establish departments devoted to maintaining the welfare of
workers. The discipline of industrial psychology begins to develop. Industrial
psychology, along with the advent of World War I, leads to advancements in
employment testing and selection.

1930-1945
The interpretation of the Hawthorne Studies' begins to have an impact on
management thought and practice. Greater emphasis is placed on the social
and informal aspects of the workplace affecting worker productivity. Increasing
the job satisfaction of workers is cited as a means to increase their productivity.

1945-1965
In the U.S., a tremendous surge in union membership between 1935 and 1950
leads to a greater emphasis on collective bargaining and labour relations within
personnel management. Compensation and benefits administration also
increase in importance as unions negotiate paid vacations, paid holidays, and
insurance coverage.

1965-1985
The Civil Rights movement in the U.S. reaches its apex with passage of the
Civil Rights Act of 1964. The personnel function is dramatically affected by Title
VII of the CRA, which prohibits discrimination on the basis of race, color, sex,
religion, and national origin. In the years following the passage of the CRA,
equal employment opportunity and affirmative action become key human
resource management responsibilities.

1985-present
Three trends dramatically impact HRM. The first is the increasing diversity of
the labor force, in terms of age, gender, race, and ethnicity. HRM concerns
evolve from EEO and affirmative action to "managing diversity." A second trend
is the globalization of business and the accompanying technological revolution.
These factors have led to dramatic changes in transportation, communication,
and labor markets. The third trend, which is related to the first two, is the focus
on HRM as a "strategic" function. HRM concerns and concepts must be
integrated into the overall strategic planning of the firm in order to cope with
rapid change, intense competition, and pressure for increased efficiency.

REFERANCE
Chukwunonso, Franklyn: “The development of human resource management from a historical

perspective and its implications for the human resource manager”, in Strategic Human Resource

Management at Tertiary Level, Rivers Publishers, 2013, pp.87-101.

https://www.researchgate.net/profile/Franklyn_Chukwunonso/publications/

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