In this assignment I intend to outline the development of Personnel Management (PM) and Human resource management (HRM). Briefly describing their development and the role they play in a work place today. I will then discuss the role HRM played in changing the approaches adopted by management to employment, before finally hypothesising about the future direction of HRM.
PM can be traced all the way back to the late 18th century and the industrial revolution in England. However for the purpose of this assignment my analysis will begin much later after the Second World War (WW2). WW2 created a massive demand for labour and in particular personal specialists. It was in late 1946 that these specialists created the Institute of Personnel Management (IPM). In the 1960s employment laws were passed to create growth in the personnel function which meant PM had to evolve. In the 1970s further legislation was passed promoting sexual equality and standards in the work place which encouraged further development and at this stage the role of PM was as a mediator between management and employees. PM had a very low power base within business and was often referred to as the ‘trashcan’ as every undesirable job an organisation had to undertake was dumped on PM. For example PM would be left to explain management’s decisions to angry employees or fight management’s corner in disputes with workers unions. This meant that much of the work carried out by PM was reactive, they were also mainly left to work with the soft S’s: staff and support and most of their work was carried out in the short term. PM was never fully identified with management showing its lack of importance and respect to and from business respectively.
The 1980s and 90s saw a radic...
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...anisations to meet the changing demands of the global business market with ease. Embracing their new relationship with employees has allowed them to reap the benefits of a happier more productive workforce. If HRM can maintain its current position then it will be able to move from strength to strength, as developments in technology and communication proceeds unabated HRM will be able to keep evolving and improving. HRM is now an integral part of an organisations armoury, with a good HRM department businesses should be able to grow and be successful taking all the problems of running a business in its stride.
Bibliography
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www.wikipedia.org/wiki/human_resource_management
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Human resource management (HRM), historically known as personnel management, deals with formal system for managing people at work and is one of the fundamental aspects of organizational and managerial life. According to Nankervis, Compton, Baird, & Coffey (2011), HRM is simply defined as convergence of three factors that consist of human beings, resources and management where human being have actual and potential resources (knowledge, skills and capabilities) that can be harnessed through effective management techniques to achieve short and long organizational goals as well as personal needs. The purpose of HRM is to improve productive contribution of people to organization in ways that are strategically, ethically, and socially
There are several aspects involved in human resource management. The topics we will focus on are: recruitment of personnel, training and development function, and performance appraisal. We will also examine how these topics are related and how they fit into human resource management.
Nankervis, A., Compton, R. and Baird, M. (eds) (2008), Human Resource Management: Strategy & Processes. Sixth edition. South Melbourne: Thomson, p. 401-427.
MacMillan, I. C. (1984) ‘Gaining competitive advantage through human resource management practice,’ in Human Resource Management, Vol. 23, Iss. 1, pp. 241-255.
John Bratton, Jeff Gold (2007). Human Resource Management: Theory and Practice. 2nd ed. London: Macmillan press limited. p21.
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
Torrington, D., Hall, L., & Taylor, S. (2005). Human resource management (6th ed.). Harlow, Essex, U.K: Prentice-Hall.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
Beardwell, J & Claydon, T 2007, Human resource management: a contemporary approach, FT/Prentice Hall, Harlow.
It seems that HRM is so crucial to the organization, for what it does has nearly covered all aspects of the business – from strategic planning to the training and development, but unfortunately, its importance has not been accepted by everyone. As proposed by Morton, C, Newall, A. & Sparkes, J. (2001) there are three different views of HR function within the...
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Personnel management has been a recognised function in the USA since NCR opened a personnel office in the 1890s. American personnel managers worked within a unitarist tradition, identifying closely with the objectives of their organization (key concept 1.3). It was natural for HRM to emerge comparatively smoothly from this perspective.
Human resource management (HRM) is a strategic and coherent approach to the management of an organization’s most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives. (Armstrong, 2009) HRM main features are an emphasis on the vital administration of individuals which attains fit or reconciliation between the business and the HR system, developing the integrated HR policies and working on it, treating people as an assets not as a cost because they are regarded as a basis of competitive advantage and as human capital to be invested in through the provision of learning and development opportunities, an employee relation should be unitary rather than pluralist it is assumed that employees share the same interest as employers and the HRM performance and delivery is same as a line management responsibilities. OK
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.