This document outlines the learning objectives and content for a course on human resource management (HRM). It discusses the development of HRM from welfare approaches to personnel administration to the modern concept. Key points include: 1. The origins of HRM in industrial welfare work in the 1890s and the emergence of scientific management and personnel administration. 2. The rise of HRM as a term and field of study in the 1980s, replacing personnel management. 3. The modern view of HRM as more strategic and focused on the business, compared to the old personnel function. 4. Alternative approaches to HRM and the changing role of HR functions like talent management.

1. Dr. Muhammad Shariat Ullah
Professor
Department of Organization Strategy & Leadership
University of Dhaka
Email: shariat@du.ac.bd

2. Learning objectives
1. To learn the development of HRM and
New HRM Model
2. Alternative approaches to the study
and practice of HRM
3. To explain how HR goes Agile
4. To illustrate Agile team experiment,
The case of One Bank
5. Illustrate the human resources
responsibilities of line and staff (HR)
managers.
6. To understand trends in HRM and
emerging aspects of HRM

3. HRM
Management of People in the
Workplace.
HRM refers to all those activities
associated with the management of work
and people in organizations

4. The Development of HRM
The roots of HRM can be found in the emergence of industrial
welfare work from the 1890s, as organisations began to provide
workplace amenities such as medical care, housing and libraries.
[Welfare approach]
When scientific management emerged, HRM function came to
life, responsible for establishing modern personnel methods.
[Personnel Administrative Approach]
In the mid-1980s in the UK, and earlier in the US, the term ‘HRM’
became fashionable and gradually started to replace others
such as ‘personnel management’, ‘industrial relations’ and
‘labour relations’.
The 1990s saw the launch of new journals and the flourishing
of university courses in HRM

5. Scientific Management
https://www.youtube.com/watch?v=vNfy
_AHG-MU

6. • Personnel management was seen as a low-level
recordkeeping and ‘people maintenance’ function.
• The HRM view is characterised as being much
more concerned with business strategy, taking the
view that HR is the most important organisational
resource. Thus there has been much talk of an
HRM ‘revolution’ with a transformation from
administrative efficiency to the role of HRM as a
fully-fledged strategic business partner.
HRM: Old wine in a New Bottle?

7. The new HRM?
Human resource management is a
distinctive approach to employment
management
which seeks to achieve competitive
advantage through the strategic
deployment of a
highly committed and capable
workforce, using an integrated array
of cultural, structural
and personnel techniques. (Storey,
1995: 5).

9. Alternative Approaches to
HRM/Schools of Thought

10. The Changing Role of HR/ key
functions of HR

11. HR Goes Agile
One Bank’s Agile
Team Experiment

12. March–April 2018 Issue
https://hbr.org/2018/03/the-new-
rules-of-talent-management#hr-goes-
agile

13. Thank You