Human Resource Management

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Week 6: Lesson 10
Introduction

• By the end of this lesson you should be able to: Explain the developmental
path of Human Resource Management.

Learning outcome Assessment Criteria

1. Provide an understanding of the 1.1 Explain the developmental path of

evolving nature of Human Resource Human Resource Management..
Management (HRM) over the years, as
well as the impact of social and
economic activities on HRM as a
subject.
Week 6: Lesson 10
What will be covered in
today’s lesson?

• Throughout this week, you will learn about the developmental path of Human
Resource Management..
 THE NATURE OF HUMAN
RESOURCE MANAGEMENT

Chapter 13
The evolvement of Personnel and
Human resource management
• Before Industrial revolution, work revolved around the home craft
and agricultural industries.
• Technological developments led to the establishment of factories.
The evolvement of Personnel and
Human resource management
• Personnel Management: Old School: Imagine a company in the past where
“Personnel Management” was all about hiring people, keeping track of their
hours, and handling payroll. It was a bit like managing a list of tasks and people,
focusing mainly on administration and ensuring that rules were followed.

• Human Resource Management (HRM): Modern Approach: Over time, companies

started to realize that their employees were crucial to their success. So, HRM
evolved to focus more on people than just administrative tasks. Instead of just
hiring and paying employees, HRM now aims to develop and support them. This
means helping employees grow their skills, creating a positive work environment,
and aligning their goals with the company's objectives.
• Key Changes:
• From Admin to Strategy: Employee Development: HRM focuses
on training, career development, and improving job satisfaction,
whereas personnel management was more focused on basic
administrative tasks.
• Employee Relations: HRM works on building a good relationship
between employees and the company, ensuring they are
motivated and engaged. Personnel management didn’t emphasize
this as much.

• Refer to page 268

Scientific management
Scientific management is a theory of management that analyzes and synthesizes
workflows. Its main objective is improving economic efficiency, especially labor
productivity. It was one of the earliest attempts to apply science to the engineering of
processes to management.

Talor based his scientic management on the following five principles:

• A clear division of tasks and responsibilities between management and workers
• The use of scientific methods to determine the best way of doing a job
• Scientific selection of the person to do the newly designed job
• The training of the selected worker to perform the job in the way specified.
• Surveillance of workers through the use of hierarchies of authority and close supervision.
The scientific management movement saw the welfare secretary
being replaced by a personnel department that took on the
responsibilities of:
• Maintaining wages at a proper level
• Selecting job applicants
• Improving working conditions
• Addressing employee grievances
• Dealing with unions
Scientific Management is a way of organizing work to
make it as efficient and productive as possible. Here’s a
simple breakdown:
1.Find the Best Way to Do a Job:
2.Break Down Tasks:
3.Train Workers:
4.Measure Performance:
5.Standardize Procedures
Early Industrial Psychology
• Job analysis
• Statistical methods and rating sheets
Functions of personnel departments
• Selection
• Training
• Compensation
Human relations movement
The Human Relations Movement, as described by Robbins,
Judge, Odendaal, and Roodt (2016), focuses on improving
workplace productivity and employee satisfaction by
emphasizing the importance of human factors and
interpersonal relationships. Here's a simple explanation:
1.Focus on People:
2.Importance of Motivation:
3.Social and Emotional Needs:
4.Employee Participation:
5.Human Factors in Management
The human resource
approach
Human resource approach

• Organisational effectiveness and the satisfaction of each employee’s needs should

not be seen as incompatible.
• The HR approach recognises the fact that the organisation’s goals cannot be
achieved without its people.
• Skilled and motivated people will help the organisation to be successful, and
employees benefit from financial rewards and recognition if that occurs.
• The HR approach differs from the scientific management approach as it treats
people as assets of the organisation and not as lifeless production factors.
• Employees are indivisuals with needs and the ability to contribute hugely to the
organisation’s success if managed and developed properly.
• If the human resource of the organisation are treated as investments, their
contributions will provide long-term profits.
The behavioural science

• Organisational behaviour is described as the study of the structure and management of

organisations, their environments, and the actions and interactions of their individual
members and groups.
• Organisations do not ‘behave’ only people in the organisation can be said to ‘behave’. This
discipline focuses on the relationships among individuals, groups and the environment within
the organisation, and on the impact of such relationships on the behaviour of employees.
• Organisations have a wide impact on all our daily activities, including our physical, social,
cultural, political and economic environment.
• Organisational behaviour uses the knowledge obtained about individuals, groups and the
effect of structure on behaviour to improve effectiveness in organisations.
• Organisational behaviour is concerned with what people do in an organisation and how that
behaviour affects the performance of the organisation.
Human resource management

• By the late 1980’s, the term human resource management had swiftly replaced the term
personnel management.
• The term ‘human resources’ is used to distinguish people and their potential contribution
from other resources, such as capital and natural resources.
• Terms such as ‘ human resource development’ and ‘human resource capital’ became
widely used, and indicated a distinct approach to the management of people in
organisations
• Over the years it has become clear that management of the functions of recruitment,
selection, induction, training, development and remuneration was insufficient.
• These function require management and planning in terms of the overall strategy of the
organisation.
Human resource management
continued
• The realisation that human resources add to the profitability and
competitiveness of a business changed the way organisations think
about their employees and the HRM role.
• More and more organisations use alternative to take care of the HR
function, and the traditional role of the HR manager is diminishing.
• HR is becoming more strategic, focusing on the bottom line of the
organisation, leaving the administrative tasks to technology.
• Most HR functions use technology in the form of complex HR
information systems (HRIS), which makes information about employees
available anywhere and anytime to managers and HR professionals.
The end
• Thank you and enjoy the rest of your day.
Questions for
Discussion

1.Discuss the MILESTONES in the development of Human Resource Mangement.

2.What were the primary responsibilities of HR professionals during the early days of
HRM?
3.What initiatives were introduced during the 1960s and 1970s to improve employee
satisfaction and engagement?
4.What is competency-based HRM, and when was it introduced?
5.How has HRM evolved in the 2000s and beyond, and what new technologies have
been introduced?
6.What trends are likely to shape the future of HRM, and what skills will HR
professionals need to manage these trends
 Activity
Title: "The Evolution of HRM: A Timeline Activity"
Objective: To help students understand the development of HRM and the
key milestones in its evolution.
Materials: A large poster board, markers, and post-it notes.

Instructions:
1.Divide the class into small groups of 3-4 students.
2.Give each group a large poster board and markers.
3.Ask each group to create a timeline of the development of HRM from its
early days to the present, including key milestones and events.
4.Wrap up the activity by summarizing the key takeaways and
emphasizing the importance of understanding HRM's evolution in order
to appreciate its current strategic role in organizations
Week 6: Lesson 10
What will be covered in our
next meeting?

• Describe all the functions associated with Human Resource Management