The document discusses the evolution of human resource management in India from ancient to modern times. It describes how HR practices developed from welfare-focused approaches in the early 1900s to becoming more strategic and integrated with organizational goals by the late 20th century. Key aspects of modern HR addressed include outsourcing functions, the role of HR in knowledge management, change management, and managing diversity. The goals of HR are also outlined as including acquiring talent, developing skills, ensuring career growth, and instilling organizational values.

2.  Evolution of Human Resource Management
 Contemporary Human Resource Management Perspective
 Goals of Human Resource Management
 The setting for Human
Resource Management

3. Human Resource Management is defined as “planning,
organizing, directing, controlling of procurement ,
development, compensation, integration, maintenance and
separation of human resources to the end that individual,
organizational and social objectives are achieved.”
- Edwin Flippo

5. The history of development of HR management in India is
comparatively of recent origin. But Kautilya had dealt
with some of the important aspects of human resources
management in his “Arthasastra,” written in 400 B.C.
Government in those days adapted the techniques of HRM
as suggested by Kautilya.

7. 1920s-1930s
The growth of this subject started only since 1920s.
• In this period, state intervention to protect the interest of workers
was felt necessary because of the difficult conditions which
followed the First World War.
• Emergence of trade unions and appointment of labour-welfare
officers for the selection of workers and to solve the grievances.
Here the emphasis was given on statutory, welfare and paternalism.

8. 1940s-1960s
• The Factories Act, 1948 was enacted and made appointment of
welfare officers compulsory employing more than 500 workers in
industrial establishments.
• During the 1960s, the personnel function began to expand beyond
the welfare aspect, with labour welfare, IR and personal
administration integrating into the emerging profession called
personnel management. This resulted in a shift in a focus towards
professionalization of management.
Here the emphasis was given on introduction of various techniques.

9. 1970s-1980s
• By the 1970s, a shift in professional values was discernible. It
shifted from a concern for welfare to a focus on efficiency.
• In the 1980s, professionals began to talk about new technologies,
allowing HRM professionals to focus less on administrative work
and more on strategic issues.
Here the focus started shifting to regulatory, conforming and
imposition of standards on other functions.

10. 1990s-Present
• In 1990s, the emphasis shifted to human values and productivity
through people. There was a trend towards recognizing and
encouraging the contributions that employees make.
• The later 1990s and first few years of twenty first century have
witnessed an increased importance on changing demographics and
increasing shortages of workers with needed capabilities.
• Today, HRM is much more concerned with more than simple
filling, housekeeping and record keeping as they are included in
making policy decisions and setting corporate strategy.
Here the focus is given on human values and achieving
productivity through people.

12. Outsourcing
HR activities
HR professional as
change agent
Quality Management
KM
HR Manager as
strategist
Managing Diversity

13. Outsourcing is the act of moving some of the firm’s internals
activities and decision responsibilities to external service providers.
• It allows a firm to focus on activities that reflect its core
competencies. It creates a competitive advantage while reducing cost.
• HR departments are diverting themselves from mundane activities to
focus more on strategic roles.
• It has also helped in reducing bureaucracy and in encouraging a
more responsive culture by introducing external market forces into
the firm.

14. Knowledge management is the collection of processes that govern
the collection, dissemination and utilization of knowledge.
• Reduced costs, improved performance, improved productivity, and
increased revenues.
• Role of HR here is in attracting, developing, rewarding, and
retaining human capital.
• Building a knowledge focused culture.
• Knowledge sharing to become one of the components in appraisal.

15. Total quality management (TQM) is a management system for a
customer focused organization that involves all employees in
continual improvement of all aspects of the organization.
• HR can act as a pivotal change agent in this process by
benchmarking the company’s needs. It can also develop and deliver
long-term training that reflects the organization’s mission statement
and vision.
• It ensures that the organization focuses on the needs of the customer.
• It encourages participation, teamwork and the delegation of
responsibility and accountability which helps foster pride, job
satisfaction and better work.

16. Organizational change is the process by which firms move from their
present state to some desired future state to increase their
effectiveness. Change has become the norm in organizations.
HR professional play the role of a change agent in three areas:
initiatives, processes, and cultural adaptations.
• Initiative changes focus on implementing new programmes,
projects or procedures.
• Process changes within a firm focus on the ways in which work is
being done. Firms try to improve those processes.
• Cultural changes occur within a firm when fundamental ways of
doing business are reconceptualised. It is transformed both for
employees and customers.

17. HR manager is expected to act as a strategist.
• The ways to accomplish business goals are stated by them.
• The business objectives are stated in several ways.
• They institute and manage a process that creates an organization to
meet business requirements.

18. Organizations these days are having workforces that have a variety
of cultures and consist of a largely diverse population.
Managing diversity effectively leads to the following benefits:
• It generates more and better ideas as group members come from a
host of different cultures so they are often able to create unique and
creative solutions and recommendations.
• It prevents groupthink, a problem which occurs if people think in a
similar manner as there are multicultural teams.
• It makes an organization more flexible and vibrant

20. Acquiring and
Retaining Competent
Manpower
Instilling
organizational
values
Ensuring
achievement of
individual’s career
goals
Developing a
changed mindset
Converting
organizations into
centres of learning
Effective
attitudinal
change

22. SETTING GOALS
HRM model goals according to the following 5 general job-related
types:
• Operational/Task goal: A goal may clarify a job duty with more
specific, measurable or qualitative criteria.
• Performance Improvement goal: A goal may outline specific
areas of improvement needed to achieve a rating of “Meets
Expectations”.

23. • Developmental goal: A goal may outline specific ways to enhance
job skills.
• Project goal: A goal may define the desired outcome or milestones
to achieve in a project.
• Managerial goal: A goal may emphasize specific managerial tasks
or characteristics.