Introducing the Analogic framework for business planning applications
Development of personnel management
1. Mgnt. 2 – Chapter 1
The Development of
Personnel Management
Prepared by:
Jean F. Baylon
BSBA4-Major in Mktg.Mgnt
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. 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. 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. 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. 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. 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. 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. 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
