The document discusses the evolution of human resource management from personnel management. It describes how HRM emerged from employee welfare programs in large factories and developed further through scientific management approaches. Modern HRM focuses on strategic workforce planning, recruitment, training, performance management, and other functions to support organizational goals. The objective of HRM is to ensure organizations have the right number and skills of employees needed.

1. MS.SHAZIA KAZMI
Human Resource Management
INTRODUCTION
Human resource (or personnel) management, in the sense of getting things done through
people. It's an essential part of every manager's responsibilities, but many organizations
find it advantageous to establish a specialist division (division of work) to provide an
expert service dedicated to ensuring that the human resource function is performed
efficiently.
"People are our most valuable asset" no member of any senior management team would
disagree with. There are four factors of production i.e land,labour, capital and
organization .in the organization behind every factors of production their is a human
hands involve. That is the reason which direct concern the importance of human in the
organization and for the selecting right person for appropriate work is the major reason
for establishment of human resource management in the organization.
As organizations vary in size, aims, functions, complexity, construction, the physical
nature of their product, and appeal as employers, so do the contributions of human
resource management. But, in most the ultimate aim of the function is to:
"ensure that at all times the business is correctly staffed by the right number of people
with the skills relevant to the business needs", that is, neither overstaffed nor understaffed
in total or in respect of any one discipline or work grade.
In order to implement a successful business strategy to face modern constantly changes
challenge, organizations, large or small, must ensure that they have the right people
capable of delivering the strategy.
The market place for talented, skilled people is competitive and expensive. Taking on
new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural
awareness', product/ process/ organization knowledge and experience for new staff
members.
What Is Human Resource Management?
Human Resource Management (HRM) is the function within an organization in which
overall organizational function depends, HRM working in every step in the organization,
bottom till top. HRM focuses on recruitment of, management of, and providing direction
for the people who work in the organization. Human Resource Management can also be
performed by line managers.
Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

2. Human Resource Management HRM is a modern term for what has traditionally
been referred to as Personnel Management Discuss?
Human resource management is just another posh way of describing personnel
management.
Actually, the etiology of the term Human Resource Management stems from the
expanding duties of the personnel department. Initially, many companies didn't buy into"
the needs of a Personnel Department due to the additional costs of retaining such a
department and the lack of "buy-in" from decision makers.
Personnel Management dealt more with the basics of managing people, however as
companies and educators began to realize the importance of people in the workplace, they
expanded in realistic as well as philosophical terms, the job descriptions of Personnel
Management. Eventually, this developed into HRM and now HRM takes a more holistic
approach to managing people such as the mind, body and spirit.
Functional overview and strategy for HRM
HRM of the organization. Their skills, abilities and expectations will influence how
far authority is decentralized (giving them more responsibility) and how work is
organized (facilitating team-working or utilizing multi-skilled workers,)
These issues motivate a well thought out human resource management strategy, with the
precision and detail of say a marketing strategy. Failure in not having a carefully crafted
human resources management strategy, can and probably will lead to failures in the
business process itself.
This set of resources are offered to promote thought, stimulate discussion, diagnose the
organizational environment and develop a sound human resource management strategy
for your organization.
OBJECTIVE OF HRM:
The common objective to Human Resource Management can be identified in four
categories:
• Societal Objective-must understand the legal obligation- rules and regulation in
the society, Benefits-Union management relation etc.
• Organizational Objective-Goal of organization- Human resource planning-
development and training- employees relation –Appraisal (to check individual
performance) etc.
• Functional objective- processing -Assessment- Appraisal-planning and policy to
achieve Organizational objective- Appraisal etc.
• Personal objective-Training and development of employees-compensation –
allowances and fringes benefits-Appraisal etc.

3. Historical background:
The modern concept of human resource management finds its roots in the early 20th century
notion of employee welfare. The large factories that evolved in the United States in the late
19th and early 20th centuries presented managers with major problems of workforce control.
The large scale use of immigrant labour combined with the traditional factory organisation of
sub-contracting to produce workplaces that had essentially become uncontrolled in any
centralised sense of the word. Part of the solution to the problem of re-establishing
management control on the factory floor was found in the development of Scientific
Management or Taylorism as it came to be known after its founder, Frederick Taylor (Taylor,
1911). Although usually thought of today as a prescription for the standardised method of
work organisation epitomised in the factory assembly line, Taylor actually devised his system
in order to establish the leading role of managers in the control of organisations. Taylorism is
an early form of human resource management. It embodies the controlling role of managers
who need to have full access to information held by workers on the best methods of carrying
out their tasks and it advocates a major emphasis on the selection of the right person for the
job, proper training to enable workers to gain the skills they require and good rates of pay to
offset the boredom of working in a fragmented and high performance work environment. One
might be forgiven for thinking that these rules had been devised for modern call centres, an
example of a contemporary workplace which embodies one of the oldest forms of
management control.
Taylorism was, of course, most famously implemented by Henry Ford in his North American
automotive plants. Ford is probably best remembered by students of work organisation as the
inventor or populariser of the moving assembly line for the production of cars. Because of
Ford’s innovative combination of Taylorism as a form of management control and the
process technology of the assembly line his name became permanently associated with the
dominant 20th century form of work organisation, Fordism (Mathews, 1990). In Ford’s larger
plants he established “sociology” departments, precursors of the later “employee welfare”
departments. The officers employed in the sociology departments pried into the private lives
of Ford’s employees to ensure that no aspects of employees’ personal lives affected their
performance at work. In many cases, this involved Ford in the active welfare of employees
and helping them in personal and family matters. In this respect, modern human resource
management emerged from the concerns of larger employers with the welfare and
performance of their workers.
From its employee welfare roots, “personnel management” spread within the USA and later
into Europe and an increasing number of issues concerned with the management of people in
organisations came to find a home in the personnel departments of the mid-20th century. By
the 1960s, the notion of personnel management had become well-established with a number
of clear areas of responsibility attached to it including:
• Selection and recruitment
• Training and development
• Pay and conditions
• Industrial relations
• Employee welfare
• Occupational health and safety.
Modern HRM

4. In the 1980s, the concept of human resource management began to gain ground at the
expense of personnel management (Storey, 2001). At the root of the new thinking about the
management of people in organisations was the perception of the increasing competitiveness
of the global economy (Best, 1990). The success of large corporations emphasize the
importance of effective people management in the competitive strategies The key to this
success lay in the human resource management practices include:
• Strict and rigorous selection and recruitment
• High level of training, especially induction training and on the job training
• Team working
• multiskilling
• Better management-worker communications
• Use of quality circles and an emphasis on right first time quality
• Encouragement of employee suggestions and innovation
• Single status symbols such as common canteens and corporate uniforms.
The integration of these human resource management practices was to create an
organisational culture that allowed workers to identify their own success with that of the
corporation. Thus, organisational or corporate culture became an important element in
understanding the competitive success of firms and was a major theme of management
thinking in the early 1980s (Peters and Waterman, 1982).
Management practice Control Commitment
Job design Focused on the individual Focused on the team
Performance management Measured standards for Higher “stretch” objectives
minimum performance
Management structure Top down and hierarchical. Flat organisation structure.
Emphasis on management Minimum status differentials
symbols
Compensation Individual pay linked to job Pay linked to skills and
evaluation mastery
Employment Employees viewed as variable Assurances that participation
cost will not result in job losses
Employee voice Employee input allowed on a Employee participation
narrow agenda. enacted on a wide range of
issues
Labour management relations Adversarial labour relations Mutuality with joint planning
and problem solving
The rise of modern human resource management is more than just a change in terminology
from personnel management to human resource management
A central feature of modern human resource management is the idea of engaging the
commitment of employees with the goals of the organisation. This means that human
resource management is not just about administering people but also about shaping the
culture of the organisation.
This means that human resource management is literally too important to be left only to
human resource managers. Engaging the commitment of employees and shaping culture
require the active participation and leadership of line managers.
It also means that human resource management has to relate very closely to the notion of
workforce capability, the issue of the ageing of the workforce and the issue of enhancing the
vocational competence of the workforce are key strategic human resource management
issues. These issues call for a high level strategic response, which is what human resource
management is focused on.