The Development of Personnel Management and other Management Theories

1. TECHNOLOGICAL UNIVERSITY OF THE
PHILIPPINES - VISAYAS
Eng'r. Emmanuel B. Ebro, RME
SY: 2016-2017
Eng'r. Emmanuel B. Ebro, RME
SY: 2016-2017
MM 516 - THE DEVELOPMENT OF
PERSONNEL MANAGEMENT AND
HRM

2. DEVELOPMENT OF PERSONNEL MANAGEMENT
• to be able to know the basic role and function of
personnel management.
• to distinguish difference bet. personnel
management and HR management approach
• to be able to know origin and development of
personnel management through changing
industrial trends
• to be able to recognize the importance of Human
resource as a vital company asset.
OBJECTIVES:

3. INTRODUCTION
- People management originated in the UK in the
nineteenth century amidst the factory conditions
of the first Industrial Revolution. The
unrestrained capitalism of the initial
industrialisation of the UK was restricted by the
Factory Acts of the 1840s, which compelled
factory owners to consider the well-being of their
workforces, at least to some degree.
EVOLUTION OF PERSONNEL
MANAGEMENT

4. INTRODUCTION
- Enlightened capitalists such as Rowntree and
Cadbury, who were often motivated by religious
convictions, appointed ‘welfare officers’ to
monitor and improve the conditions and lives of
workers. Their actions would often seem
intrusive and paternalistic today – for example,
they discouraged drinking out of work hours as
well as during. Caring for the welfare of
employees was thus the first true ‘people
management’ role in the sense of organisational
responsibility beyond that of specific job
performance.
EVOLUTION OF PERSONNEL
MANAGEMENT

5. INTRODUCTION
'HRM' originated in manufacturing industry in the
USA during the late 1970s and early 1980s.
These represented a significant break with the
personnel management paradigm. A number of
factors led to this new management thinking,
principally loss of faith in the traditional approach
to mass production.
DEVELOPMENT OF HRM

6. INTRODUCTION
HRM is a broad concept from employee selection,
training and development programs, career
development, promotion, performance review
and union – management interface and other
activities.
DEVELOPMENT OF HRM

7. Scientific Management, also
called Taylorism, is a theory
of management that analyzes and synthes
izes workflows. Its main objective is
improving economic efficiency,
especially labor productivity. It was one of
the earliest attempts to apply science to
the engineering of processes and to
management.
SCIENTIFIC MANAGEMENT
DEFINITION:

8. Its development began in the United
States with Frederick Winslow Taylor in
the 1880s and '90s within
the manufacturing industries. Its peak of
influence came in the 1910s by the 1920s,
it was still influential but had entered
into competition and syncretism with
opposing or complementary ideas.
SCIENTIFIC MANAGEMENT

9. 1. Taylor's view of workers
- Taylor often expressed views of workers that
may be considered prejudiced or insulting. While
he recognized differences between workers,
stressed the need to select the right person for
the right job, and championed the workers by
advocating frequent breaks and good pay, he
often failed to conceal his condescending attitude
and would call less intelligent workers "stupid",
comparing them to draft animals.
SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS

10. 2. Taylor's implementations
- Implementations of scientific management often
failed to account for inherent challenges such as
the individuality of workers and the lack of shared
economic interest between workers and
management. Taylor's methods were frequently
resented and sometimes sabotaged by the
workforce.
SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS

11. 3. Early decades: Making jobs
unpleasant
- Under scientific management, the demands of
work intensified. Workers became dissatisfied
with the work environment and became angry.
During one of Taylor's own implementations at
the Watertown Arsenal in Massachusetts,
a strike led to an investigation of Taylor's methods
by a U.S. House of Representatives committee.
SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS

12. 4. Later decades: Making jobs
disappear
- Scientific management may have exacerbated
grievances among workers about oppressive or
greedy management. It certainly strengthened
developments that put workers at a disadvantage:
the erosion of employment in developed
economies via both offshoring and automation.
SCIENTIFIC MANAGEMENT
EFFECTS ON LABOR RELATIONS

13. - In school of thought, this theory was
considered obsolete in the late 1930's but
most of its themes are still important parts
of industrial engineering and management
today. These includes:
1. Efficiency and elimination of waste.
2. Standardization of best practices.
3. Transformation of craft
production into mass production.
+ IMPACT OF SCIENTIFIC
MANAGEMENT

14. 4. Knowledge transfer between workers.
5. Documentation of processes.
cont...
+ IMPACT OF SCIENTIFIC
MANAGEMENT

15. - Human relations movement refers to
the researchers of organizational
development who study the behaviour
of people in groups, in particular
workplace groups and other related
concepts in fields such as industrial
and organizational psychology
HUMAN RELATIONS MOVEMENT
DEFINITION:

16. - Originated by Elton Mayo in the
1930s' Hawthorne studies, which
examined the effects of social
relations, motivation and employee
satisfaction on factory productivity. The
movement viewed workers in terms of
their psychology and fit with companies,
rather than as interchangeable parts, and
it resulted in the creation of the discipline
of human resource management.
HUMAN RELATIONS MOVEMENT
HISTORY:

17. HUMAN RELATIONS MOVEMENT
ELTON MAYO STRESSED:
1.The power of natural groups, in which social
aspects take precedence over
functional organizational structures.
2.The need for reciprocal communication, in which
communication is two way, from worker to chief
executive, as well as vice versa.
3.The development of high quality leadership to
communicate goals and to ensure effective and
coherent decision making.

18. - Behavior management include all of
the actions and conscious inactions to
enhance the probability people,
individually and in groups, choose
behaviors which are personally
fulfilling, productive, and socially
acceptable.
BEHAVIORAL MANAGEMENT
DEFINITION:

19. - Skinner's approach says that anyone
can manipulate behavior by first
identifying what the individual finds
rewarding. Once the rewards of an
individual are known, then those
rewards can be selected that the
manager is willing to give in exchange
for good behavior. Skinner calls this
"Positive Reinforcement Psychology".
BEHAVIORAL MANAGEMENT
B.F SKINNER APPROACH:

20. - Rogers proposes that in order to
effectively address behavior problems,
individual must be persuaded to want
to behave appropriately. This is done
by teaching the individual the
difference between right and wrong
including why he or she should do what
is right. Rogers believes that the
individual must have an internal
awareness of right and wrong.
BEHAVIORAL MANAGEMENT
CARL ROGERS APPROACH:

21. ¬ Personnel Management is a method of
developing potentials of employees so
that they get maximum satisfaction out
of their work and give their best efforts
to the organization.
PERSONNEL MANAGEMENT
DEFINITION:
- P. Pigors and Charles Myers

22. PERSONNEL MANAGEMENT
GROWTH AND DEVELOPMENT:
– It was only in the early 1950s that it gradually gained
acceptance and recognition in the private business and
industry. For it to gain acceptance and recognition, three
conditions needed to exist:
1. Top management must be convinced that personnel
management is needed in its business operations;
2. Qualified personnel administrators must be available;
3. Personnel administrators must demonstrate their capacity
to contribute to the company’s objectives and goals.

23. PERSONNEL MANAGEMENT
CONTRIBUTING GROWTH FACTORS:
1. Increasing complexity of business operations.
2. Promulgation of Government regulations and
labor laws.
3. Growth of Labor Unions.
4. Shortage of qualified men
5. Influx of new concepts in Management.

24. PERSONNEL MANAGEMENT
OBJECTIVES:
1. Recruitment and Selection of right people at the
right time and in the right quantity.
2. Induction of employees to the respective jobs.
3. Educating employees about the jobs, results
expected, goals of the organization,and climate,
etc.
4. Providing employees with training.

25. PERSONNEL MANAGEMENT
OBJECTIVES:
5. Providing better working conditions in
organization.
6. Retaining qualified and competent people.
7. Ensuring an effective and fair compensation
structure within an organization.
8. Providing employees monetary incentives and
motivate them to increase productivity.
9. Providing opportunities for research.

26. PERSONNEL MANAGEMENT
ROLES WITH RESPECT TO BUSINESS:
Personnel Management is the:
– Planning,
– Organizing,
– Directing
– Coordinating and
– Controlling
Of the
– Procurement, Placement,
– Compensation, Training
– and Motivating
Of human resources to the end that individual, organizational, and
societal objectives are accomplished.

27. PERSONNEL FUNCTIONS
CONCEPTS:
1. Selection, Hiring and placement ( provide adequate and
qualified labor force).
2. Training and development of the HR (allowing workers to
adopt with technological changes).
3. Compensation and employee benefits (Paternalistic concept
of welfare program).
4. Labor relations (union handling).

28. PERSONNEL FUNCTIONS
CONCEPTS cont..:
5. Government involvement (minimum wage law of 1951, etc.).
6. Human and public relations concept (physical, social, and
psychological needs of workers).
7. Employee Communication (ex. Pulong2x programs).

29. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
1. Top Management Understanding and support.
2. Selection of the personnel manager.
3. Policy and program formulation.
4. Top Management's Backing

30. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
5. Communicating and Establishment of Personnel Department.
6. Determination of Objectives and Functions.
7. Writing Job Description and Job Specification.
8. Selection of Qualified Employees.
9. Training and Developing the Human Resources.

31. ORGANIZING A PERSONNEL DEPT
12 SHORT STEPS:
10. Administering Personnel Programs and Policies.
11. Performance Evaluation.
12. Records and files.

32. ORGANIZING A PERSONNEL DEPT
BASES OF DEPARTMENTATION:
– Procurement (employment)
– Development (training)
– Compensation (wage & salary administration)
– Integration (labor relations)
– Maintenance (safety)
– Separation (employee services, retirement)

33. ORGANIZING A PERSONNEL DEPT
BASES OF DEPARTMENTATION:
– Procurement (employment)
– Development (training)
– Compensation (wage & salary administration)
– Integration (labor relations)
– Maintenance (safety)
– Separation (employee services, retirement)

34. ORGANIZING A PERSONNEL DEPT
CHART:
PERSONNEL MANAGER
SECRETARY
TRAINING
OFFICER
EMPLOY
MENT
OFFICER
SALARY
OFFICER
LABOR
RELATIONS
OFFICER
SAFETY
OFFICER
SEPARA
TION
OFFICER

35. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
1. Help management achieve the company objectives and
goals.
- Goals Oriented
2. Assist Top Management in formulating sound policies,
programs and rules.
- Well-wisher

36. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
3. Assist Line supervisors and managers in providing
employees with a satisfactory work environment and
promote harmonious relationships with employees and
unions.
- Peacemaker
4. Make managers and supervisors aware of their full
responsibilities by providing them technical help.
- Provider

37. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
5. Help train and develop HR of the company by equipping
them with basic skills and knowledge.
- Teacher
6. Help promote understanding and good relationships by
opening line of communications between management and
employees.
- Mediator

38. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
7. Identify management problems.
- Problem Solver
8. Assist Management and Supervisors in handling labor
relations problems.
- Decision maker

39. PERSONNEL MANAGER
ROLES & QUALIFICATIONS :
9. Assist the company in promoting good morale and
motivation among its human resources.
- positive thinker

40. Summary
• A personnel has a strong functional focus. It is concerned with
the administration of specific employee-related functions such
a hiring, training and disciplinary actions which are not viewed
as interrelated.
• Human resources management views all personnel functions as
interrelated and takes an encompassing view. It is development flexible
and participatory in the sense that it is more concerned with the growth
and development of the individual employee; provides more
opportunities and innovations in all personnel functions.
• Human resources management views all personnel functions as
interrelated and takes an encompassing view. It is development flexible
and participatory in the sense that it is more concerned with the growth
and development of the individual employee; provides more
opportunities and innovations in all personnel functions.
END OF PRESENTATION