Historical Development Of Hrm And Germany Shaped Its Current Practices Essay

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

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

Whilst there is definitely evidence of economic development in the mid-1920’s it did also experience financial issues. The increase in unemployment, 15% of the workforce were unemployed by 1929, put a heavy strain on the welfare system of Weimar Germany. The institution for paying unemployment benefits had to borrow money from the Government, 342 million reichsmarks, and the parties could not agree how to find this money. The SPD would increase taxes while the DVP would cut benefits. This can be seen as a backwards move in economic development, as the system did not address the problem of unemployment, but just found more money to pay it, with the decision of how to pay for the unemployment benefits was delayed until 1930. This can be seen as the government almost

As the Nazi Party took power in the early 1930’s, the whole world was entering a depression. By the early 1930’s, fascist policy seeped into German government and brought Germany out of a deep recession. In the early 1930’s, Keynesian thought was emerging and Germany was amidst recovery from reparations for World War I and required a strong government to get them out of it. The Nazi party believed that in order to get themselves out of recession, they needed to first bring the unemployment rate down considerably. They based their ideas upon those of Keynes and believed they needed to allocate their labor to do work that would further pull the German economy out of their recession. In order for them to do this, the Nazi Party believed they needed to be in control of the whole process, to guide it. It was through their strict policy and militarization that they finally came out of it. Ultimately the Nazi Party came into power through Adolf Hitler and jumpstarted the economy to recover exponentially quicker. The Keynesian thought that propelled the German economy out of it’s recession used intense involvement by the government to stimulate the economy.

After the First World War, Germany was suffering from a massive depression. Losing the war left the people destitute; many were jobless and many were homeless. When things are their bleakest, it can be difficult to carry on. The government officials of Germany tried to regain the support of the people which was difficult (Bessel 1). The chancellor of the German government sought to relieve some of the economic stress of the depression by lowering wages and hoping that this would, in turn, lower prices of goods and services, and

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

The rise in Nazi power was convoyed by a large fluctuation in employment due to economic depression after the end of World War One, and the start of World War Two. To stabilise and grow the economy, the Nazis changed their policies of women in the workplace, and women were allowed back in the workplace. Before the Nazi’s changed their policy, they thought women belonged at home with the focus on breeding genetically pure Germany babies and supporting her husband. “during the Third Reich, women were excluded from political life” with the overall result to flush women out of the workforce (Layton, Germany, the Third Reich). Overturned, the effects of the war and economic depression, increased demand for employment was required and female employment expanded, “by at least a third” (Layton, Germany, the Third Reich). The Nazis were simultaneously encouraging the idea of motherhood, and the ideal German woman, while encouraging the filling of jobs to support the war effort. Nazi policies towards women was a revolutionary solution to the economic downfall in the result of the Great

2006. "Unemployment in Interwar Germany. An Analysis of the Labor Market, 192 7-1936." Journal Of Economic History 66, no. 3: 778-808.

Hitler gave the unemployed chances for jobs in the Rearmament Programme which built up Germany’s armed forces and created jobs in manufacturing and military. The Unemployment Relief Act was responsible for building new hospitals and the Autobahn. The Autobahn is a super highway in Germany that Hitler had built manually so more workers were needed for a longer period of time. The National Labor Service was another act that gave more jobs. In the National Labor Service, all men in Germany, aged 18-25, went to a six month training camp before becoming a soldier for at least two years (bbc.co.uk) They were paid pocket money and by 1939, there were over one million soldiers in the German Army. With the help of Hitler, the unemployment rate dropped from six million, in 1933, to less than one million in 1938. (Simkin) Germany’s economy was finally getting better with the unemployment rate drastically decreasing.

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

HRM is an approach to employment management, which aims to achieve a competitive advantage through the strategic deployment of a committed and capable workforce using an array of cultural, structural and personnel techniques (Storey 2001). Ultimately, it focuses on the sharpening the ‘Labour’ and ‘Entrepreneurship’ factors of production. This means that the business can produce a high quality product to consumers with hopes of outshining competitors and achieving its strategic aims.

Author John W. Boudreau, Ph.D., presents a compelling case study of how IBM totally restructured its HR organization. According to Boudreau (2010), “IBM had created a unique workforce management initiative (WMI) that reflected the increasing need for global organizations to have a transparent and comprehensive view of their talent supply, requirements and implications for business strategy” (p. 1). A close examination of IBM’s realignment of its HR function seems to show a move towards flattening out its HR organization in order to make it more responsive in a global market where business strategies change rapidly and more closely align IBM’s HR strategy with the company’s business strategy. The purpose of this paper is to describe the

Schuler (1992) relates the philosophy of human resources, to the role that people play in the overall success of a business. This leads to the overarching objective of human resources management being to first and foremost, maximise employee performance. Since the 1980s, a range of ideas indicating a shift of workplace practices to a post-bureaucratic standpoint has become more present. Barley & Kunda (1992) define the movement away from bureaucratic forms of control as a decrease of detailed rules, routines, and scripts guiding day-to-day work, that is, rational forms of control. On the other hand, post-bureaucratic practices carry humanistic values of autonomy, responsibility, flexibility, confidence, and trust that encourage people to be empowered and take on responsibilities (Bardon, Josserand & Villeseche 2012). The core principals of managing human resources in the post-bureaucratic era essentially stem from these values. Ultimately, with Western developed nations shifting the context of work away from the traditional bureaucratic form

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

As the world is turning out to be more aggressive and unstable than any other time in recent memory, producing based enterprises are looking to increase upper hand at all cost and are swinging to more inventive sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HR practices has been defined by (Smallbusiness.chron.com, 2016) as “the means through which your human resources personnel can develop the leadership of your staff.”