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TOPIC ONE Seminar in Human

E VO LU T I O N O F H R M , A S S U M P T I O N A N D PA RA D I G M resource management
DEFINING HRM
Human Resource Management emcompasses those activities
designed to provide for and coordinate the human resources of an
organization.
Traditionally know as personnel administration or personnel
management
HRM is management function concerned with hiring ,
motivating and maintaining people in an organization. It
focuses on people in organization

(Aswathappa, 2008, p.5)


EVOLUTION OF HRM
1917-18: 1st formal personnel department created to deal with
tight labor market, high turnover, waste and inefficiency,
widespread strikes, union growth, government intervention,
takeovers

1920s: HR used to win worker cooperation, through ensuring job


security, benefits, etc.

1930-50s: Human Relations recognizes that there are


psychological and social influences to worker satisfaction,
cooperation, performance; first focus on groups (not teams).
EVOLUTION OF HRM
(CONTS)
1960s: Work design, rather than communication and cooperation in
groups, is the key to increasing worker motivation. Small work group
design leads to greater employee effort, group work provides opportunities
for self-actualization; work is more interesting and fulfilling.

1970s: Quality of Work Life (QWL): emphasis on the value of human


resources. PM becomes HR.

1990s-Present: TQM, reengineering, globalization, strategic HR, new


technologies, diversity, contingency models, holistic approaches to HR.
HRM models include high involvement, high commitment, high
performance work system, innovative work practices. HR becomes
HRM.
EVOLUTION OF HRM IN
BANGLADESH
Period Functions Development Outlook
Status
1930s Employment Beginning Paternalism
1940s Welfare Activities Well-being
1950s Compensation & Benefits Struggling for
Recognition Legalistic
1960s Industrial Relations Operational
1970s- Human resource Planning Achieving Professional
1980s Training & Development Sophistication
Performance Management Impersonal

1990s- Strategy implementation Promising Philosophical


2000s

Role Clerical Administrative Managerial Executive Strategic Partner

Labor Welfare Personnel HR Director/VP


Designation Officer Officer Manager Manager HR
EVOLUTION OF HRM IN THE
WEST (CONTS)
INDUSTRIAL REVOLUTION
a. Adam Smith: specialization and division of labor.
b. Robert Owens: Pioneer of HRM, performance
appraisal and pay for performance (fair treatment
of employees)
EVOLUTION OF HRM IN THE
WEST (CONTS)
SCIENTIFIC MANAGEMENT
Frederic Taylor: Father of scientific management
a. Definition:
Systematic analysis and breakdown of work into
the smallest mechanical components and
rearranging them into the most efficient
combination.
b. Steps:
EVOLUTION OF HRM IN THE
WEST (CONTS)
INDUSTRIAL PSYCHOLOGY
a. Hneri Fayols management functions:
Planning, organizing, communicating, coordinating
and controlling.
b. F. & L. Gilbreths principles of work simplification
(time and motion studies).
c. Henry Gantts principles of work scheduling.
d. Continuation of scientific management.
EVOLUTION OF HRM IN THE
WEST (CONTS)
HUMAN BEHAVIOR AND RELATIONS
a. The Hawthorne Studies
. The happy workers are the most productive workers.
b. Max Weber: the Ideal Bureaucracy.
c. Chris Argyris: Individual and organizationmutual
adjustment.
d. Affected by the theories of behavioral science and
system theory.
EVOLUTION OF HRM IN THE
WEST (CONTS)
THREE STAGES OF GROWTH OF HRM
a. File Management (1900-1964):collecting and storing data
of each employee.
b. Government Accountability (1964-1980): Compliance to
government regulations.
c. Human Resource Management:
. Treating human resource as an asset.
. Emphasizing joint responsibilities of line managers and
staff managers.
MAJOR HRM FUNCTIONS
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Employee Human
Staffing
& Labor Resource
Relations Development

HR Management
Functions
Safety Compensation
& Health & Benefits
NEW TRENDS
Fewer and fewer HR departments have retained or
are limited to traditional, standard HR functions.

Corporate universities are becoming common place;


HRM supporting the Learning Factory; outsourcing
often used for benefit and training functions; staffing
being delegated to line managers and autonomous
teams.
THE IMPORTANCE OF HRM
(1) People is the key factor of production.
(2) Productivity is the key to measure a nations
economic growth potential, and labor quality is
the key to improving productivity.
(3) Competition today is the competition for talents.
(4) Since man is the most uncontrollable and
unpredictable variable of all production
variables, organizational success depends on the
management of people.
STRATEGIC HRM
The process of linking HR practices to business
strategy (Ulrich, 1997, p. 89); the process by which
organizations seek to link the human, social, and
intellectual capital of their members to the strategic
needs of the firm (Bamberger & Meshoulam (2000,
p. 6).

Affirms the importance of the effective management


of people as a source of competitive advantage.
GLOBAL HRM
Utilization of global human resources Each of the various functions
to achieve organizational objectives
without regard to geographic has an even greater impact on
boundaries. organizational performance
Going Global has a major impact than in domestic companies.
on all HRM functions-
Planning Additional challenges include:
Recruitment political and legal factors
Selection cultural/language issues and
Compensation and benefits maintaining corporate
Human resource development identity/culture, economic
Safety and health issues factors, and labor-
Employee and labor relations management relations.

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