Evolution of HRM

Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.

Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.

Cooperate with the workers to ensure that the scientifically developed methods are being followed

Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks

Four Principles of Scientific Management

Scientific Management

Frederick Winslow Taylor (1856-1915) is is called the father of Scientific Management. His experience from the bottom-most level in the organization gave him an opportunity to know at first the problems of the workers. Taylor’s principal concern was that of increasing efficiency in production, not only to lower costs and raise profits but also to make possible increased pay for workers through their higher productivity

Henri Fayol (1841–1925) is often described as the ‘father’ of modern management

Henry Fayol's "14 Principles of Management" have been a significant influence on modern management theory. His practical list of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way.

There are 5 out of “14 Principles of Management” by Henry Fayol:

1.

Division of Work

When employees are specialized, output can increase because they become increasingly skilled and efficient

2.

Authority

Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility

3.

Discipline

Discipline must be upheld in organizations, but methods for doing so can vary.

4.

Unity of Command

Employees should have only one direct supervisor

5.

Unity of Direction

Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.

Max Weber 1864-1920

• He is a German Sociologist and he has describe a theory to operate an organizations
• He known as the Bureaucratic management approach or Weberian bureaucracy.
• There are 6 Principles of Bureaucratic Management approach by Max Weber

Employment Based on Technical Qualifications

A Formal Hierarchical Structure

• The selection and promotion of workers should be based on equalization’s like; skills, experience, age
• It should not be influenced by personal relations and benefits.

Purposely Impersonal

Separation of Personal and

Official Property

Management By Rules

An "up-focused" or "in-focused" mission

• Each level will be controls by the one manager in each departments
• It is a formal hierarchy is the basis of central planning and centralized decisions making
• Division of labor specialization should be fixed and there should be a balance between power and responsibilities.

• The idea is to treat all employees equally and customers equally, and not be influenced by individual differences.

• Owners and organization’s assets are separate and can to be treated as same by the owner or the organization.

• If the mission is described as "up-focused," then the organization's purpose is to serve the stockholders, the board, or whatever agency empowered it

• Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels.
• There should be proper rules and regulations in the organization for running the organization.

Hawthorne studies states about Hawthorne experiment, results on increase in worker's productivity leads to worker's efficiency through greater work satisfaction. Based on organization scope, Human resource role has been changed periodically as mentioned below

Welfare Officer 1890 to 1913

HR Business Partner Till now

Personnel Management

1945 to 1979

Personnel Management was focus basically on employee administration and the legislation

The welfare officer’s focus was solely on the protection of women and girls in the workplace, who were recruited initially to meet the growing demand for industrial workers, and later in larger numbers to, controversially, fill the gaps left by men who had been called up to fight in the First World War.

The HRBP was an idea popularised by David Ulrich in the late 1990s. But since the idealistic days of the 1990s, things have become a little blurry. The HRBP is now used as something of a catch-all title for people who were once known by the more appropriate titles of HR Officer, HR Advisor, HR Consultant or HR Manager, as well as for those who do the bigger picture, more strategic work

Labor Manager

1914 to 1939

Human Resource Management 1980 to 1990's

At the decade of 80 the concept of Human Recourse Management was started and then it has shown growth gradually in decade of 1990

During the period of 1914 – 1939, many organization has showed a quick growth and quick changes in needs and wants of the operations. Therefore the task done by women shifted to the men’s, because of the complexity of tasks