Development of Personnel Management

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MGNT. 2 - PASIG CATHOLIC COLLEGE

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Development of Personnel Management

  1. 1. Mgnt. 2 – Chapter 1 The Development of Personnel Management Prepared by: Jean F. Baylon BSBA4-Major in Mktg.Mgnt
  2. 2. A. The Medieval Guilds in Europe › Chartered Institute of Personnel and Development › Welfare Workers' Association › the Institute of Industrial Welfare Workers › Institute of Labour Management › Human Resource and management
  3. 3. B. The Industrial Revolution › In the 1970′s industrial relations was very important. The heated climate during this period reinforced the importance of a specialist role in industrial relations negotiation. › Health and safety and the need for specialists became the focus.
  4. 4. C. Scientific Management › a theory of management that analyzed and synthesized workflows. › Its main objective was improving economic efficiency, especially labor productivity. › It was one of the earliest attempts to apply science to the engineering of processes and to management.
  5. 5. D. The Human Relations Movements › refers to the researchers of organizational development who study the behaviour of people in groups, in particular workplace groups.
  6. 6. E. The Behavioral Sciences Approach › Classical Approach – focuses on the job of workers › Behavioral Approach -focuses on the psychological and sociological processes that influence employee performance.
  7. 7. Two branches contributed to the Behavioural approach. › Human relations movements: › Development of organizational behaviour – (a) Man is not a social individual, he is a complex individual. – (b) The role and contribution of organization behaviour in workers. – (c) It discussed the psychological variables like motivations, leading etc. – (d) Man is a self-actualizing being.
  8. 8. Contributions of Behavioural science approach › Individuals differ in terms of their attitudes, perception and value systems. › People working in an organization have their needs and goals, › Individual behaviour is closely linked with the behaviour of the group to which he belongs. › Informal leadership, rather than the formal authority of supervisor, is more important for setting and enforcing group standards of performance. › By nature most people enjoy work and are motivated by self-control and self-development.
  9. 9. F. Development of Employee Concept › is a joint initiative of the employee as well as the employer to upgrade the existing skills and knowledge of an individual. › Organizations must encourage their employees to participate in employee development activities. – Professional Growth

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