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.

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

25. THANK YOU