Evolution of Personnel Towards Hrm

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

This report will provide an overview of the shift in Human Resource Management from collective to individualised approaches to Employee Relations and will also explain the concept of the psychological contract and consider its importance for contemporary Employee Relations practice. “The terms ‘human resource management’ (HRM) AND ‘human resources’ (HR) have largely replaced the ‘personnel management ‘as a description of the processes involved in managing people in organisation’s” (Armstrong, 2009, p.4).

Consequently, ten years earlier, HRM is more likely to be a department for people who got demotion to go. Business people’s understanding of HRM was not comprehensive enough. Therefore its theory and practice were not operated in a right way. It is fortunate today that this science has got more and more attention. People begin to realise its impact on the financial performance. It is a totally new area of management practice. Time for HRM dynasty has come.

Human resources management was defined as ‘a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations’ by Boxall and Purcell (2003). Noon, 1992 (as cited in Armstrong, 2014 a, p6) drew ‘doubts of whether HRM was a map, a model or a theory. But it is evident that the original concept could be seen as a philosophy’. The human

Today, the human resource has developed more than those functions. HRM needs to launch and maintain cordial relations between management and the employees (Bhatt, 2014, para.1). It needs to design a system that not only protects employees’ benefits but also preserve their legal rights. Also, it needs to help workers in managing their career plans by providing them proper and accurate training and guidance (Bhatt, 2014, Objectives of HRM section, para.1). It needs to construct and endorse ground-breaking cultures and beliefs that help in the growth and success of the

Due to the influence of the government in employee relations, all employment activities i.e. employee terms, conditions and practices left to the proprietor of the company. After this, practices such as child labor and unsafe working conditions prevailed and were very common.

Scientific management, which is also known as Taylorism, is based on the systematic study of work relations in contrast to reliance on preconceived notions and hunch. One of the underlying assumptions concerning this management approach is that the worker is a biological machine; the “typical economically motivated worker” (Frederick Winslow Taylor, Miller and Form, 1964). The four principles devised by Taylor were: 1. Using science for each element of work to replace old unwritten rules by setting up accurate time and motion study. 2. Managers should select and train workers based on controlled experiments. 3. Both managers and workers are adhering to a system based on scientific equality and using “wages and other rewards linked to achievement of „optimum goals. – measures of work performance and output; failure to achieve these would in contrast result in loss of earnings” (Modern Management Theories and Practices, 2004). 4. Job fragmentation is important because this approach aims for optimum efficiency which could be achieved by deskilling.

The report below sets out the importance of the HR function, explains how HR activities support the organisation’s strategy and ways HR support line managers and their staff.

The two approaches to HRM outlined above may not, however, be mutually exclusive and many argue that HRM should allow for mutually beneficial employer and employee outcomes. Heery and Noon (2001), in their analysis of the ambiguity present in the term „HRM‟, state that it is possibly simply a convenient short-hand

The objective of the Human Resource Department is to design management systems to ensure human talent is maximized to effectively and efficiently achieve organizational goals. HR has seven functions that are intertwined. These functions are global, environmental, cultural geographic, political, social, legal, economic, and technological. Human resource management has the potential to drastically impact the success and effectiveness of an organization. Human Resources has heavily focused on recordkeeping and paperwork. It has often been considered a clerical and low-level administrative department. In most organizations, Human Resources is looked upon as the employee mediator in the organization. They tend to be the voice of the employee, building company morale and putting out fires involving crisis management. The problems they deal with are both employee work-related and not work-related. HR strives to ensure fair treatment for all employees. They work with varying departments throughout the organization in order to create and implement necessary programs and policies. HR works with equal employment opportunity and other laws, to ensure compliance. They work to fill current job openings by processing applications, interviewing, and training. They answer questions regarding benefits and wages and address safety issues. The expansion of technology and outsourcing have drastically transformed the

century and the beginning of the 21st. HRM’s evolution over time shows that it has become

Adams (1965) postulates that HRM is a phenomenon that substantially bring benefit to many organizations that apply the best operations, such issues as Human Resource planning, HRM and the Law, Job analysis job design and quality of work, recruiting human resources, employee selection, and human resource development must be perfectly addressed and well dealt with, in such pursuit, the organization shall make a lot of profits, leading to an improved standard of living on the employees. Some of the great benefits of accomplishing these issues of HRM are;

For years, businesses relied on personnel departments for the management of their employees. The primary concerns of the personnel departments included attendance records, benefits, and salary. Therefore, the personnel departments did not consider the importance of contributions a company’s employees made to the business. These contributions included such things as diversity and intellectual capital. As businesses began to expand globally, they began realizing the importance of their human resources. Thus the concept of Human Resources (HR) management began to emerge as an outgrowth of the personnel departments.

I argue that a particular historical development of HRM in Germany has shaped its current practices to the benefit of business development today. In the first section, I explore the past impact of the welfare phase of the 1920s to the 1980s on shaping a consensus based underpinning to HRM practices. In the second section, I start with actual HRM practice and its benefit to the business development, give reasons why this happened, and its implications for present practice. The last section draws a link between past development and present HRM practices that have sustained business.