This document provides a timeline of the evolution of human resources from ancient times to modern times. It discusses several important eras such as the Industrial Revolution era from 1750-1900 where factory systems led to inhumane treatment of workers. The Social Responsibility era around 1900 saw some employers adopt more humane practices. Scientific Management era of the 1910s focused on efficiency. Later eras incorporated more social sciences like human relations in the 1930s and behavioral sciences in the 1930s. Systems approaches were popular in the 1960s-1970s with contingencies and operations approaches arising in the 1964 and 1980 respectively.
The document discusses the evolution of human resource management (HRM) from its roots in the Industrial Revolution through modern times. During the Industrial Revolution, labor was viewed as a commodity and management-labor relations were often adversarial. Over time, concepts shifted to paternalism and treating workers more humanely. In India, early references to HR concepts can be found in ancient texts, but the field grew with legal protections for workers in the 1900s and a focus on welfare in the 1960s. Today, development of employees is a key focus area.
The document discusses the evolution of human resource management (HRM) through 8 stages:
1) In the pre-industrial era, the Industrial Revolution led to the development of the factory system and a need for worker supervision but no formal HRM.
2) The emergence of modern corporations in the late 19th century resulted in the separation of employment from business ownership, requiring the modern practice of HRM.
3) In the early 20th century, scientific management theories and industrial psychology emerged to study worker productivity, leading to the establishment of personnel departments.
4) World War I further increased the need for systematic HRM practices to manage labor shortages and turnover. This marked the emergence of H
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
Evolution of Human Resource Management (HRM)Asim Qureshi
This presentation will take you through the journey of evolution of Human Resource Management (HRM). Proper chronological order of events has been followed which will give you a clear idea of the developments and the reason why these developments took place. American Labor History and effect of World War has been discussed in detail as these events had a considerable share in the evolution of HRM.
The document outlines the evolution of personnel/human resource management from the pre-industrial revolution period through post-industrial revolution. It discusses how personnel management emerged during the industrial revolution to address issues like worker wages, records, and facilities. It then discusses how major studies and theories after 1850 shifted the focus to increasing worker satisfaction and viewing workers as a valuable resource, transitioning personnel management to human resource management. Finally, it lists some major current activities of HR departments like recruitment, training, and performance appraisals.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
Historial Development Of Hrm In India Finalrajeevgupta
The document discusses the history and evolution of human resource (HR) functions in India. It notes that HR began in the 1950s focusing on basic employee welfare and discipline. Through the decades, HR shifted to recognize employees' value in productivity and implement HR techniques. Today, HR handles strategic functions like policy formulation, training, and industrial relations. The document also outlines key labor laws and organizations that helped develop and professionalize HR in India over the 20th century.
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
The document discusses the evolution of human resource management (HRM) from its roots in the Industrial Revolution through modern times. During the Industrial Revolution, labor was viewed as a commodity and management-labor relations were often adversarial. Over time, concepts shifted to paternalism and treating workers more humanely. In India, early references to HR concepts can be found in ancient texts, but the field grew with legal protections for workers in the 1900s and a focus on welfare in the 1960s. Today, development of employees is a key focus area.
The document discusses the evolution of human resource management (HRM) through 8 stages:
1) In the pre-industrial era, the Industrial Revolution led to the development of the factory system and a need for worker supervision but no formal HRM.
2) The emergence of modern corporations in the late 19th century resulted in the separation of employment from business ownership, requiring the modern practice of HRM.
3) In the early 20th century, scientific management theories and industrial psychology emerged to study worker productivity, leading to the establishment of personnel departments.
4) World War I further increased the need for systematic HRM practices to manage labor shortages and turnover. This marked the emergence of H
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
Evolution of Human Resource Management (HRM)Asim Qureshi
This presentation will take you through the journey of evolution of Human Resource Management (HRM). Proper chronological order of events has been followed which will give you a clear idea of the developments and the reason why these developments took place. American Labor History and effect of World War has been discussed in detail as these events had a considerable share in the evolution of HRM.
The document outlines the evolution of personnel/human resource management from the pre-industrial revolution period through post-industrial revolution. It discusses how personnel management emerged during the industrial revolution to address issues like worker wages, records, and facilities. It then discusses how major studies and theories after 1850 shifted the focus to increasing worker satisfaction and viewing workers as a valuable resource, transitioning personnel management to human resource management. Finally, it lists some major current activities of HR departments like recruitment, training, and performance appraisals.
Introduction to Human Resource Management Evolution, Objective, Nature, Philo...Rai University Ahmedabad
Human resource management has evolved over three periods: (1) before the industrial revolution when apprentices assisted craftspeople, (2) during the industrial revolution when personnel management emerged to handle worker wages and unions, and (3) after the industrial revolution when scientific management and studies like Hawthorne shifted the focus to worker satisfaction and treating employees as a valuable resource. Modern HRM aims to maximize employee performance for business objectives through policies and development activities like recruitment, benefits, training, and performance reviews.
Historial Development Of Hrm In India Finalrajeevgupta
The document discusses the history and evolution of human resource (HR) functions in India. It notes that HR began in the 1950s focusing on basic employee welfare and discipline. Through the decades, HR shifted to recognize employees' value in productivity and implement HR techniques. Today, HR handles strategic functions like policy formulation, training, and industrial relations. The document also outlines key labor laws and organizations that helped develop and professionalize HR in India over the 20th century.
The document summarizes the evolution of human resource management (HRM) from early labor practices to modern strategic HRM. It traces the development of HRM from welfare officers concerned with protecting women and children, to personnel managers handling tasks like payroll administration. World Wars accelerated these changes by requiring efficient management of large workforces. In recent decades, HRM has shifted focus to more strategic initiatives and aligning human capital with business objectives. The document also outlines HRM practices and regulations in India from ancient times to the modern emphasis on productivity, customer satisfaction, and treating people as human values.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
This document discusses worker participation in management (WPM) in India. It defines WPM and explains its objectives and importance, including mutual understanding, higher productivity, and industrial harmony. Several forms of WPM are described, such as consultative participation, administrative participation, and decision/decisive participation. Examples of WPM levels in India include collective bargaining, works committees, shop councils, joint councils, and board representation. Challenges to effective WPM implementation in India are also outlined, as well as examples of WPM practices at Tata Steel and BHEL.
The document outlines the evolution of human resource management (HRM) from the pre-industrial era to the present day. It traces the development of HRM from an absence of formal functions in the 1400s-1700s, to the industrial revolution where workers were replaced by machines. Formal HRM emerged in the 1900s with scientific management and welfare programs. The human relations movement of the 1920s-1950s focused on sociological and psychological factors. Personnel management developed between the 1930s-1970s alongside increased unionization and legislation. From the 1960s quality of work life programs aimed to improve employee performance and relationships. The modern HRM function focuses on maximizing employee and business performance through contemporary practices from the
This document outlines 8 key factors that affect industrial relations: institutional, economic, social, technological, psychological, political, enterprise-related, and global. Institutional factors include labor laws, unions, and collective bargaining agreements. Economic factors involve unemployment rates, economic cycles, and types of business ownership. Social factors comprise social groups, values, and status. Technological factors center around the type and rate of change of technology used. Psychological factors relate to attitudes and motivation levels. Political factors incorporate systems of government and involvement of political parties. Enterprise-related factors concern management styles and competition. Finally, global factors pertain to international relations, trade policies, and organizations like the ILO.
This document provides an overview of trade unions, including their introduction, forms, principles, objectives, essentials, and theories. It discusses the key aspects of trade unions such as how they regulate relations between workers and employers, their goals of improving wages and working conditions, and how they operate at both national and local levels through federations and unions. Theories discussed include Marx's view of trade unions destroying capitalism, Webb's theory of industrial democracy, and Gandhi's philosophy of non-violence and workers' rights. In conclusion, it outlines the main central trade union organizations currently operating in India.
The document outlines 7 concepts of management: 1) Commodity, where workers were a commodity bought and sold and faced terrible working conditions. 2) Factor of Production, which focused on scientific methods to increase productivity. 3) Goodwill, providing welfare measures to improve productivity. 4) Paternalistic, where management took a fatherly role and offered benefits as a favor. 5) Humanitarian, considering human resources an asset. 6) Human Resource, consciously satisfying employee needs to achieve goals. 7) Emerging, where employees are partners through empowerment practices.
Human Resource Management (HRM) deals with managing people in an organization and involves functions like recruitment, selection, training, and development. HRM aims to attract, develop, and motivate talent to help organizations achieve their goals. The scope of HRM is broad and includes activities such as HR planning, recruitment, training, performance management, and developing policies and procedures. HRM is important for organizations because it helps manage their most valuable asset - their employees - and influences organizational effectiveness.
The document defines key terms related to human resource management such as management, human resources, and defines HRM as managing the functions of employing, developing and compensating human resources. It discusses the evolution of HRM from the industrial revolution era to modern approaches. It outlines the objectives, functions, and key aspects of employment and human resource development within HRM.
human resource management introduction and evolutionSwathi Sree
This document discusses the evolution of human resource management (HRM) from the Industrial Revolution era to modern times. It covers several important eras: [1] The Industrial Revolution from 1750-1900 saw the treatment of employees as commodities. [2] The Social Responsibility era from 1900 emphasized paternalistic and humanistic approaches. [3] Scientific Management from 1910 focused on applying science to work processes. [4] The rise of trade unions in 1926 led to collective bargaining and other personnel practices. [5] The Human Relations era from 1930 studied social and psychological factors in work. [6] Behavioral science from 1936 examined how individual behavior impacts groups. [7] Systems approaches from 1960-1970 viewed the organization hol
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
The document traces the history of human resource management from prehistoric times to the present. Some of the earliest examples of HRM principles included selecting tribal leaders and promoting health and safety among hunter-gatherer tribes. Formal HRM later emerged in ancient civilizations like Hammurabi's Code in Mesopotamia and practices addressing occupational health in ancient Rome and 16th century Germany. Modern HRM originated in the 19th-20th centuries with the rise of large corporations in the US and expanded studies of human relations and industrial psychology. Current trends include addressing talent shortages, virtual organizations, wellness programs, diversity, the impact of new technologies, and ensuring legal compliance. The future of HRM is predicted to involve
This document discusses workers' participation in management (WPM) in India. It defines WPM as a system of communication that allows employees to be informed about company affairs and contribute to management decisions. It describes different levels of WPM involvement from information sharing to administrative and decisive participation. Some common forms of WPM discussed are suggestion schemes, works committees, joint management councils, and shop councils. The document also outlines some reasons for the limited success of WPM in India such as resistance from employers and lack of initiative from unions and government.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
The document discusses workers' participation in management in India. It defines workers' participation as the involvement of non-managerial employees in organizational decision-making. It outlines various models of participation including works committees, joint management councils, nominating worker directors, and shop councils. The objectives, strategies, reasons for limited success, and measures to improve effectiveness are also summarized.
Industrial relations encompass employment relationships and interactions between management and employees or among employees. There are various approaches to defining and analyzing industrial relations, including institutional, social psychology, and class-based definitions. Theories also examine factors like human resource management, employment relations, and the objectives and nature of industrial relations. Unions, management, and government all play important roles in industrial relations systems.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
This document discusses worker participation in management (WPM) in India. It defines WPM and explains its objectives and importance, including mutual understanding, higher productivity, and industrial harmony. Several forms of WPM are described, such as consultative participation, administrative participation, and decision/decisive participation. Examples of WPM levels in India include collective bargaining, works committees, shop councils, joint councils, and board representation. Challenges to effective WPM implementation in India are also outlined, as well as examples of WPM practices at Tata Steel and BHEL.
The document outlines the evolution of human resource management (HRM) from the pre-industrial era to the present day. It traces the development of HRM from an absence of formal functions in the 1400s-1700s, to the industrial revolution where workers were replaced by machines. Formal HRM emerged in the 1900s with scientific management and welfare programs. The human relations movement of the 1920s-1950s focused on sociological and psychological factors. Personnel management developed between the 1930s-1970s alongside increased unionization and legislation. From the 1960s quality of work life programs aimed to improve employee performance and relationships. The modern HRM function focuses on maximizing employee and business performance through contemporary practices from the
This document outlines 8 key factors that affect industrial relations: institutional, economic, social, technological, psychological, political, enterprise-related, and global. Institutional factors include labor laws, unions, and collective bargaining agreements. Economic factors involve unemployment rates, economic cycles, and types of business ownership. Social factors comprise social groups, values, and status. Technological factors center around the type and rate of change of technology used. Psychological factors relate to attitudes and motivation levels. Political factors incorporate systems of government and involvement of political parties. Enterprise-related factors concern management styles and competition. Finally, global factors pertain to international relations, trade policies, and organizations like the ILO.
This document provides an overview of trade unions, including their introduction, forms, principles, objectives, essentials, and theories. It discusses the key aspects of trade unions such as how they regulate relations between workers and employers, their goals of improving wages and working conditions, and how they operate at both national and local levels through federations and unions. Theories discussed include Marx's view of trade unions destroying capitalism, Webb's theory of industrial democracy, and Gandhi's philosophy of non-violence and workers' rights. In conclusion, it outlines the main central trade union organizations currently operating in India.
The document outlines 7 concepts of management: 1) Commodity, where workers were a commodity bought and sold and faced terrible working conditions. 2) Factor of Production, which focused on scientific methods to increase productivity. 3) Goodwill, providing welfare measures to improve productivity. 4) Paternalistic, where management took a fatherly role and offered benefits as a favor. 5) Humanitarian, considering human resources an asset. 6) Human Resource, consciously satisfying employee needs to achieve goals. 7) Emerging, where employees are partners through empowerment practices.
Human Resource Management (HRM) deals with managing people in an organization and involves functions like recruitment, selection, training, and development. HRM aims to attract, develop, and motivate talent to help organizations achieve their goals. The scope of HRM is broad and includes activities such as HR planning, recruitment, training, performance management, and developing policies and procedures. HRM is important for organizations because it helps manage their most valuable asset - their employees - and influences organizational effectiveness.
The document defines key terms related to human resource management such as management, human resources, and defines HRM as managing the functions of employing, developing and compensating human resources. It discusses the evolution of HRM from the industrial revolution era to modern approaches. It outlines the objectives, functions, and key aspects of employment and human resource development within HRM.
human resource management introduction and evolutionSwathi Sree
This document discusses the evolution of human resource management (HRM) from the Industrial Revolution era to modern times. It covers several important eras: [1] The Industrial Revolution from 1750-1900 saw the treatment of employees as commodities. [2] The Social Responsibility era from 1900 emphasized paternalistic and humanistic approaches. [3] Scientific Management from 1910 focused on applying science to work processes. [4] The rise of trade unions in 1926 led to collective bargaining and other personnel practices. [5] The Human Relations era from 1930 studied social and psychological factors in work. [6] Behavioral science from 1936 examined how individual behavior impacts groups. [7] Systems approaches from 1960-1970 viewed the organization hol
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
Strategic human resource management (SHRM) aligns human resource practices with organizational strategy to improve business performance. It focuses on integrating HR with strategic planning, developing employee skills to meet future needs, and creating a culture where HR policies support organizational goals. The key goals of SHRM include enhancing organizational effectiveness, developing competitive capabilities, and managing change to achieve a strategic advantage over competitors.
Human resource management involves managing employees and the workplace. The document provides an overview of HRM, including its concept, scope, history and functions. It discusses the objectives of HRM in developing effective workforces and linking management with employees. The functions of HRM encompass activities such as staffing, training, compensation and employee relations. HR managers undertake various roles like advising management, administering HR programs, facilitating employee development, and representing employees.
The document traces the history of human resource management from prehistoric times to the present. Some of the earliest examples of HRM principles included selecting tribal leaders and promoting health and safety among hunter-gatherer tribes. Formal HRM later emerged in ancient civilizations like Hammurabi's Code in Mesopotamia and practices addressing occupational health in ancient Rome and 16th century Germany. Modern HRM originated in the 19th-20th centuries with the rise of large corporations in the US and expanded studies of human relations and industrial psychology. Current trends include addressing talent shortages, virtual organizations, wellness programs, diversity, the impact of new technologies, and ensuring legal compliance. The future of HRM is predicted to involve
This document discusses workers' participation in management (WPM) in India. It defines WPM as a system of communication that allows employees to be informed about company affairs and contribute to management decisions. It describes different levels of WPM involvement from information sharing to administrative and decisive participation. Some common forms of WPM discussed are suggestion schemes, works committees, joint management councils, and shop councils. The document also outlines some reasons for the limited success of WPM in India such as resistance from employers and lack of initiative from unions and government.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
The document discusses workers' participation in management in India. It defines workers' participation as the involvement of non-managerial employees in organizational decision-making. It outlines various models of participation including works committees, joint management councils, nominating worker directors, and shop councils. The objectives, strategies, reasons for limited success, and measures to improve effectiveness are also summarized.
Industrial relations encompass employment relationships and interactions between management and employees or among employees. There are various approaches to defining and analyzing industrial relations, including institutional, social psychology, and class-based definitions. Theories also examine factors like human resource management, employment relations, and the objectives and nature of industrial relations. Unions, management, and government all play important roles in industrial relations systems.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
The history of human resource management (HRM) dates back to prehistoric times when tribes organized and selected leaders. Formal HRM practices emerged in the 18th century and grew with the rise of large corporations in the 20th century. Today, HRM faces new challenges like globalization, talent shortages, and changing workforce demographics. Emerging trends include the need for HR professionals to act as strategic partners, the use of technology in talent acquisition and employee engagement, and ensuring diversity and work-life balance. The future of HRM involves cultivating an organizational culture that embraces these trends and positions HR as a change agent focused on people development.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
Industrialization began in England first due to several key factors:
1) Agricultural advances increased food production and freed up labor to work in factories.
2) England's colonial expansion and international trade networks accumulated capital for investment.
3) The Enclosure Movement consolidated small land holdings into larger commercial farms.
4) Inventions like the steam engine and cotton gin drove new technologies and industries.
The document discusses the evolution of human resource management (HRM) from a personnel management perspective to a strategic approach. It outlines that organizations now view employees as human capital rather than a commodity. Effective HRM involves attracting, developing, and retaining talent to achieve organizational goals. The document also highlights the changing nature of HRM functions such as strategic planning, training, compensation to develop and maintain a skilled workforce in a rapidly changing environment.
The Industrial Revolution began in England due to natural resources like coal and iron, new technologies like the steam engine, and a growing population. Key inventions like James Watt's improved steam engine and Bessemer's steel production process drove technological advancement and industrialization. The Industrial Revolution transformed societies through urbanization, new methods of production, and shifts in social structures, though it also brought problems like unsafe working conditions and child labor.
The document summarizes the evolution of healthcare management at global, national, and local levels. It discusses the evolution of management theories from the pre-scientific era through modern approaches. It then provides examples of healthcare management evolutions in various regions including the US, Singapore, Africa, and Ethiopia. Traditional medicine is recognized as playing an important historical role alongside evolutions in modern healthcare systems and management.
The Industrial Revolution began in the 18th century in England and spread across the world. It transformed economies from agrarian and handicraft to machine manufacturing and industry. Notable inventions like improved transportation and communication led to changes. Managers were needed to coordinate large factories. Early thinkers like Robert Owen, Andrew Ure, and J.N. Tata emphasized treating workers humanely by banning child labor, providing benefits, and improving safety. However, their ideas were not widely accepted at the time and management of people was not fully recognized as important.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
The document discusses the evolution of organizational behavior from three perspectives: the Industrial Revolution, the human relations movement, and modern organizational behavior. It traces how OB emerged from the Industrial Revolution's focus on efficiency and scientific management, to the human relations movement's emphasis on employee needs and cooperation, to today's multi-disciplinary and performance-oriented field. Key developments discussed include the Hawthorne studies, contingency theory, and the role of culture in organizations.
This document discusses the evolution of personnel management and human resource management. It traces the origins of people management back to 19th century UK and the early factory owners who employed welfare officers to care for worker health and safety. It then outlines some of the major developments in approaches to personnel management, including Scientific Management, the Human Relations movement, behavioral management, and the functions and growth of formal personnel departments in organizations. The objectives and roles of personnel management in business are also summarized.
The document traces the evolution of human resource management approaches over time, beginning with the Industrial Revolution period where workers were treated like machines. Trade unionism then emerged to protect worker interests through collective bargaining. The social responsibility era saw a more humanistic approach championed by Robert Owen. Scientific management under Frederick Taylor focused on using scientific principles to optimize work. The human relations era emphasized the social and psychological needs of workers. Later approaches incorporated behavioral science, systems thinking, and contingency approaches tailored to different situations.
This document provides an overview of human resource management (HRM) and the evolution of personnel management. It discusses how personnel management evolved from a traditional approach focused on administration and welfare to a more modern HRM approach centered around acquiring, developing, motivating and maintaining human resources as valuable assets. The key concepts of HRM include recruitment, selection, training, performance appraisal and compensation of employees. HRM has grown from viewing employees as commodities to recognizing them as human resources that can help achieve organizational goals when their needs are satisfied. The principles of HRM guide decision making and include merit, fairness, diversity and transparency.
The historical evolution of operations management began with the industrial revolution in the 1770s and progressed through several phases, including scientific management in the early 1900s, the human relations movement between 1920-1960, and the influence of Japanese manufacturers between 1970-1990. Operations management was transformed by new concepts like interchangeable parts, assembly lines, time and motion studies, and total quality management. The computer and internet revolutions further changed operations with new technologies like enterprise resource planning systems and e-commerce.
4. Evolution of Management - Scientific Management.pptxBkannan2
This document provides an overview of the evolution of management theories, beginning with scientific management. It discusses Frederick Taylor's principles of scientific management, including his pig iron experiment which aimed to optimize worker efficiency. Other contributors mentioned include Frank and Lillian Gilbreth's motion studies and Therbligs. General administrative theory is also summarized, outlining Henry Fayol's 14 principles of management and Max Weber's theory of bureaucracy. The document traces the development of classical management approaches focused on rationality and efficiency.
The document discusses the historical development of occupational safety and health (OSH) management. It describes how industrial accidents increased during the industrial revolution, leading countries to pass early safety laws in the 1800s. Over time, safety guidelines evolved from focusing on compensation to also emphasizing prevention and management responsibilities. Major accidents in the 1970s-1980s then drove the modern approach of mandatory OSH management systems to systematically address hazards.
The document discusses the historical development of occupational safety and health (OSH) management. It describes how industrial accidents increased during the industrial revolution, leading countries to pass early safety laws in the 1800s. Over time, safety guidelines evolved from focusing on compensation to also emphasizing prevention and management responsibilities. Major accidents in the 1970s-1980s then drove the modern approach of mandatory OSH management systems to systematically address hazards.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
Management is the art of securing maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service.
~John Mee
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The document discusses the evolution of personnel management from the 19th century through modern human resource management approaches. It began with welfare officers in factories improving worker conditions and lives. Scientific management theories formalized roles and workflows but reduced worker autonomy. The human relations movement emphasized social and psychological factors, helping develop human resource management. Personnel management focused on developing employee potential and satisfaction to benefit the organization. It grew with increasing regulations and complexity, establishing recruitment, training, compensation and other functions.
The document discusses the evolution of human resource management over time. It began as personnel management during the Industrial Revolution, focusing on tasks like worker wages and records. Studies in the 1900s shifted the focus to worker satisfaction and productivity. Over time, HR transitioned to consider workers as a valuable resource and became more strategic and aligned with business goals. Key developments included scientific management principles, Hawthorne studies on motivation, and theories on needs and management styles. Modern HR handles recruitment, benefits, training, performance reviews, and ensuring legal compliance.
This document provides a historical overview of the development of industrial and organizational (I/O) psychology from pre-psychology times through the early 1900s. It discusses influential early thinkers like Aristotle, Machiavelli, Hobbes, Locke, and Rousseau and how they related to management concepts. It then focuses on the key founders of I/O psychology in the early 20th century like Munsterberg, Scott, Taylor, and Yerkes and their early applications of psychology to work, personnel selection, and motivation during World War I. It also discusses the establishment of important publications and organizations in this early period of the field.
Scientific management aimed to improve economic efficiency, especially labor productivity, through analyzing and optimizing workflows. Pioneered by Frederick Taylor in the early 1900s, it involved developing scientific methods for each task to replace rule-of-thumb practices, scientifically selecting and training workers, and cooperating between workers and management. Frank and Lillian Gilbreth expanded on Taylor's work through motion and time studies to further reduce inefficiency and improve worker satisfaction. Scientific management transformed industries by standardizing best practices and rationalizing production processes.
Industrial/organizational psychology is the scientific study and application of psychological principles to workplaces. It aims to improve talent management, coaching, assessment, selection, training, organizational development, performance, and work-life balance using methods from psychology. The field emerged in the early 20th century from the work of pioneers like Munsterberg, Scott, and Taylor and was influenced by experiments during World War I and the Hawthorne Studies. It blends psychology, management, and other disciplines to understand individuals and optimize organizations. Practitioners must follow ethical codes to prevent harm and respect people's rights and welfare.
The document discusses the evolution of human resource management from early labor practices to modern strategic HRM. It traces the development of the HR function from welfare officers concerned with protecting women and children, to personnel managers handling administrative tasks. During industrialization, scientific management techniques emerged, followed by a focus on human behavior and relations. More recently, HR has taken a strategic role in areas like talent management and compliance in response to globalization and legislation.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. EVOLUTION OF
HUMAN
RESOURCES
By:
Eesha Gupta (13810029)
Shrishty Jindal (13810073)
Vignesh (13810081)
2. T
I
M
E
L
I
N
E
Pre 1750 • Ancient times
1750 – 1900 • Industrial Revolution
1900 • Social Responsibility Era
1910 • Scientific Management Era
1926 • Trade Unions
1930 • Human Relations Era
1936 • Behavioural Science Era
1960-1970 • System Approach Era
1964 • Contingency Approach Era
1980 • Operational Approach
3. ANCIENT TIMES (Pre 1750)
People were not aware of any kind of HR system or policy.
Despite this, ancient texts have many recorded instances of
HR practices:
• The ancient Code of Hammurabi from Babylon in 1750 BC
sets obligations for expert craftsmen to transfer their skills to
apprentices and healthcare obligations for owners of slaves.
• Roman philosopher Pliny the Elder in the 1st century AD,
warned about the health hazards of employees handling
zinc and sulphur.
• In 1556, the German scientist described occupational
hazards of employees.
• In 1700 Bernardo Ramazzini, known as the "father of
industrial medicine," published in Italy the first
comprehensive book on industrial medicine.
Timeline
4. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900)
EARLY SIGNS OF INDUSTRIAL REVOLUTION:
• Cessation of feudalism
• Shift from subsistence agriculture to a commercial
based economy
• Spectacular growth of towns and villages along with
middle class
5. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900)
• Replacement of human effort and skill by the work of
machines
• Development of factory system
• Rationalisation of work and division of work
• Commodity concept of labour
• management responsibility delegated to foremen or
first line supervisors
• foreman usually used force and fear for controlling the
workers
• Government did nothing to support workers
Timeline
6. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SOCIAL RESPONSIBILITY ERA (1900)
Robert Owen, a British industrialist is considered to be
the first to adopt humanistic and paternalistic approach. He
viewed that the social and economic environment influence
the physical , mental and psychological development of
workers. His philosophy was that owner is like a father and
worker is like a child. He proposed the following:
Provision for reduced working hours
Housing facilities
Education of workers and their children
Gave human treatment to workers
Timeline
7. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0)
ALSO CALLED TAYLORISM
• One of the earliest attempts to apply science to the
engineering of processes and to management.
• Themes like rationality, empiricism, work ethics,
efficiency and elimination of waste and standardization
of best practices.
• Transformation of craft production into mass production
at a larger scale
• Knowledge transfer between workers.
8. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0)
• Clear cut division of work and responsibility between
management and workers
• Following concepts gained popularity during this era:
Time study
Motion study
Efficiency movement
Fordism
logistics
Operations management
Timeline
9. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TRADE UNIONS (1926)
• Condition of workers were very pathetic after
factory system
• This was the period when state intervention to
protect the worker’s interest was felt necessary.
• During this period:
– Workers started to form associations
– Trade Union Act, 1926 was passed in India.
10. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TRADE UNIONS (1926)
The basic philosophy was to safeguard worker’s
interest and to sort out their problems like:-
• Child labor
• Long hours of work
• Poor working conditions.
The unions used strikes, lockouts etc as weapons
for acceptance of their problems.
11. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TRADE UNIONS (1926)
These activities of trade unions gave rise to
personnel practices such as:-
Collective bargaining
Grievances redressal
Arbitration
Employee benefits programs
Installation of rational wage structures
Timeline
12. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) HUTMRAAND ER EULNAITOINOSN S() ERA (1930)
• This particular period focused on the feelings,
attitude and needs of the workers as human
beings.
• Between 1925 and 1935 Hugo Munsterberg, a
psychologist suggested the use of psychology in
selection, placement, testing and training the
employees in an organization.
• During the time of 1924 and 1932, Elton Mayo
conducted series of experiments at Hawthorne
Plant.
13. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) HUTMRAAND ER EULNAITOINOSN S() ERA (1930)
Hawthorne Experiment’s Findings
• Physical environment should be good
• Favorable attitudes of workers and work team
towards their work
• Fulfillment of worker’s social and psychological
needs
• Workers can be motivated through job security, right
to express their opinion on matters related to them
other than monetary benefits.
14. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) HUTMRAAND ER EULNAITOINOSN S() ERA (1930)
Based on findings it was quoted
• Relation between superior and subordinate should
relate to social and psychological satisfaction of
employee
• Ultimate goal is to make employee productive and it
can be done by attaining satisfaction of employee
Timeline
15. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) BEHTARHVAUIDMOEUA UNRNA RLIEO SLNACSTI EI(ON)NCSE EERRAA (1936)
• Human Relations Era:
Happy Worker = Productive Worker
As a Corollary to this
• Behavioural Science Era:
Human Behaviour as a means to achieve efficiency
in performance.
16. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) BEHTARHVAUIDMOEUA UNRNA RLIEO SLNACSTI EI(ON)NCSE EERRAA (1936)
It was concerned with social and psychological
aspects of human behavior. Some of imp elements
were:
• Individual behavior is linked with group behavior
• Informal leadership rather than formal leadership
• Motivation by self control and self development
• Improving efficiency through Self operating
Timeline
17. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SYSTEM APPROACH ERA (1960-1970)
System approach to management views the
organization as a unified, purposeful system
composed of interrelated parts.
Features:
• A system is basically a combination of parts,
subsystems. Each part may have various sub-parts.
• An organization is a system of mutually dependent
parts, each of which may include many subsystems
18. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SYSTEM APPROACH ERA (1960-1970)
Characteristics:
•Systems have structure: defined by parts and their
composition
•Systems have behavior: which involves inputs, processing
and outputs of material, energy or information
•Systems have interconnectivity: the various parts of a
system have functional as well as structural relationships
between each other
•System(s) have by itself function(s) or group of functions .
19. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SYSTEM APPROACH ERA (1960-1970)
Advantages:
• It aims at meaningful analysis of organizations and their
management.
• It facilitates the interaction between organization and its
environment.
• It guide manager to avoid analyzing problems in isolation and to
develop an integrated approach.
Disadvantages:
• The approach does not recognize the differences in systems.
• Over-conceptual and abstract
• Systems philosophy does not specify the nature of interactions
and interdependencies.
• Lack of Universality
Timeline
20. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA COSNYTSITNEGME NACPYP RAOPAPCRHO AECRHA ((1)964)
• The Contingency approach is a management theory
that suggests the most appropriate style of
management is dependent on the context of the
situation and that adopting a single, rigid style is
inefficient in the long term.
• Organizations are individually different, face different
situations (contingency variables), and require
different ways of managing.
• Contingency managers typically pay attention to both
the situation and their own styles and make efforts to
ensure both interact efficiently.
21. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA COSNYTSITNEGME NACPYP RAOPAPCRHO AECRHA ((1)964)
FEATURES:
• Management action is contingent on certain action outside the
system or subsystem as the case may be.
• Organizational action should be based on the behaviour of action
outside the system so that organization should be integrated with
the environment.
• Because of the specific organization – environment relationship, no
action can be universal.
• It varies from situation to situation
LIMITATIONS:
• Inadequate literature.
• Complex
• Difficult empirical testing
• Reactive not Proactive.
Timeline
22. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SCYOSNTTEIMN GAEPNPCRYO AACPHPR EORAAC (H) () OPERATIONS APPROACH (1980)
Process management is an approach to management that
views the activities of an organization as a set of
processes undertaken to advance organizational goals. A
manager using this technique attempts to design
organizational processes - activities - that emphasize
quality and performance.
FEATURES:
• Management is the study of what managers do. It
emphasis on management functions and various
concepts and principles involved in performing these
functions.
23. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SCYOSNTTEIMN GAEPNPCRYO AACPHPR EORAAC (H) () OPERATIONS APPROACH (1980)
• Management functions are universal irrespective of the
type of organizational or level of management in an
organization, though there may be differences on emphasis
on a particular function in a particular organization or at
particular level.
• The conceptual framework of management can be
constructed on the basis of the analysis of management
process and identification of management principles.
• The central core of managing revolves around planning,
organizing, staffing, directing and controlling. This central
core of management is unique and is not found in other
activities.
24. INDAUNSTCRIEIANLT R TEIVMOELUST (IPOrNe (11775500-)1900) SSOCCIIEANLT IRFEISCP MOANNSAIBGIELMITEYN ETR EAR (A1 9(10901)0) TBRHEAUHDMAEAV UNION RUIEORLNAALST IS(O)CNIESN ECREA ERA SCYOSNTTEIMN GAEPNPCRYO AACPHPR EORAAC (H) () OPERATIONS APPROACH (1980)
Criticisms of Operational Approach are as follows:
• The basic tenets of operational management that is various
managerial functions are not universally accepted.
Management functions differ from author to author.
• Various terms used in this approach are not commonly
shared. Example: People substitute leading for directing.
• It claims universality or management principles while
management differs from organization to organization and
from level to level.
• Operational Approach emphasizes static conditions
whereas the organizations have to function in dynamic
conditions.
Timeline