HUMAN RESOURCE MANAGEMENT COURSE WORK

MUBIRU DANIEL JONAH JAN24/EMBA/4000U

CHANDIRU BRIDGET HOPE JAN24/PGDPPM/3884U

BUSINGE LUMU

Question

Discuss The Historical Sketch Of The Important Developments In The Evolution Of

Human Resource Management As An Area Of Scientific Enquiry Tracing The Background
From The Time Of World War One To The Era of Strategic Human Resource Business
Partnering.

1. Human Resource Management (HRM) is the process of employing people, training them,
compensating them, developing policies relating workplace, and developing strategies to retain
them. However, HRM, similar to the companies it serves, has gone through a fascinating
evolution, remodelling from a trifling compliance function to a strategic commercial enterprise
associate. Understanding this change, specifically the good-sized tendencies from World War I
to the technology of strategic commercial enterprise taking part.

The evolution of HRM affords priceless insights into its gift nation and future direction. It
illuminates the struggles and triumphs that shaped current HR practices, permitting us to analyze
the past and construct upon its successes. It equips us with the historical context to severely
compare present-day traits and count on destiny challenges.

Strategic Human Resource Business Partnering (SHRP) is a method of human assets (HR) that
emphasizes collaboration among HR professionals and enterprise leaders to reap organizational
dreams. In this model, HRBPs act as dependent advisors to the business, offering understanding
and steering on human beings-associated issues that affect the business's overall performance.

Here are a number of the important thing characteristics of SHRP:

  Alignment with the business approach: HRBPs paintings closely with enterprise leaders
to understand their strategic goals and broaden HR initiatives that guide the one's goals.
 Focus on results: HRBPs are measured on the impact they have on business effects, now
not simply on their compliance with HR policies.
 Data-driven decision making: HRBPs use statistics and analytics to tell their
recommendations and track the progress of HR projects.
 Strong dating building: HRBPs build robust relationships with key stakeholders
throughout the organization to gain insights and construct support for HR initiatives.
 change control understanding: HRBPs help organizations navigate change efficaciously
via speaking HR initiatives simply and addressing worker worries.

HRM is still evolving to become an amalgam of organisational behaviour, personnel

management, industrial relations and labour legislation.

The following stages explain the process involved in reaching the current HRM stage:

Labour Welfare Stage:

Formal beginnings of HRM may have emerged from industrial disputes and conflicts. An
enquiry on determining reasons for industrial disputes and conflicts gave light to several
problems related to the living and working conditions of employees across industries. This
enquiry highlighted the limitations of businesses that perceived human resources as machines for
obtaining increased productivity and more profits at lower costs.

Workers worked long hours in strenuous working conditions which led to the formation of trade
unions. These trade unions focused on protecting and promoting workers’ interests but faced
resistance from the management of businesses thus leading to industrial disputes and conflicts.

Personnel Management Stage:

When labour welfare issues were provided legal assurances, organisations began focusing on the
behaviour of employees at all levels on an individual, group and overall organisational basis. A
“Personnel” was appointed to manage the employee-employer relationship by managing issues
related to human resource planning, recruitment and selection, training and development,
performance and potential appraisal, promotions, transfers, quality of working life,
compensation, and compliance with labour laws and legislations.

HRM Stage:

Human Resource Management or HRM is a mix of labour welfare and personnel management.
HRM aims at maximising employee performance by the objectives set by an organisation. HRM
is a result of increasing organisational size, changing social and cultural norms, easy access to
information (via technology) and globalisation. Accordingly, it attempts to build worker-
employee relationships more humanely through motivation, training and development, retention,
worker protection, etc.

Also, under HRM, HR managers need to obtain and incorporate knowledge about possible
changes that may affect the overall organisation. HR managers thus attempt to execute relevant
strategies to ensure a smooth transition of changes without disturbing inter-relationships and
avoiding disputes/conflicts within an organisation.

Evolution of Human Resource Management – From the 18th Century to the Modern Times

In today’s global and competitive environment, human resources is the key to the efficient
running and survival of an organisation. The concept of human resource management has
emerged from personnel management. The term personnel management has emerged in 1945
after the World War. During this stage, the personnel managers distinguished themselves from
other managerial functions, and the personnel function was declared as a separate managerial
function.

At that time, the scope of personnel function was criticised due to the ‘hire and fire’ policy of the
organisations. The concept of HRM has evolved through various stages of the Industrial
Revolution, trade unions, scientific management, Behavioural science and human relations.
Hence, the concept of HRM has gradually replaced the term Personnel Management. HRM is the
most appropriate name to deal with human resources, as it highlights the significance of the
human beings working in an organisation.
Early Beginnings: Reckoning with the Human Cost (1914-Forties)

 World War I uncovered the destructive effects of bad running conditions and employee
welfare on productivity and morale. This brought about:
 Rise of the welfare movement Pioneers such as Robert Owen encouraged better
working conditions, housing, and education for employees, recognizing their fee past
mere exertions.
 Emergence of scientific control: Frederick Taylor's clinical technique geared toward
optimizing performance, but often left out employee well-being.
 Labor unrest and unionization: Harsh working situations and shortage of voice caused
worker uprisings and unionization moves, pushing for fairer remedies and collective
bargaining.

Shifting Focus: The Human Relations Movement (1940s-1960s)

 Hawthorne Studies (1924-1932) challenged the monetary man assumption, revealing the
significance of social factors and human members of the family in employee motivation
and productiveness.
 Abraham Maslow’s Hierarchy of Needs (1943) similarly emphasised the need to fulfil
diverse human desires beyond simply physiological and safety necessities for worker
delight and engagement.
 Human Relations Movement endorsed for:
 Improved conversation and collaboration: Recognizing the importance of worker
participation and data sharing.
 Focus on worker well-being and motivation: Implementing schooling applications,
overall performance appraisals, and employee advantages.
 Strengthening exertions relations: Building agreement with and cooperation with
unions through collective bargaining.

Transition and Transformation: Civil Rights and Globalization (1960s-Nineties)

 The Civil Rights Movement led to the Civil Rights Act of 1964, prohibiting
discrimination based totally on race, religion, sex, or countrywide origin, shaping
the same possibility and variety of practices in HRM.
  Globalization intensified competition, requiring businesses to adapt to various
workforces and cultural contexts.
 HRM shifted attention to:
 Talent management: Attracting, developing, and keeping top skills through competitive
repayment, professional development, and overall performance management.
 Strategic HRM: Aligning HR techniques with normal business objectives, specializing
in groups of workers making plans, overall performance dimension, and expertise
management.
 Technological improvements: Integrating HR structures and facts analytics to improve
performance and choice-making.

The Rise of Strategic Business Collaborating (1990s-Present)

 HRM transitioned from administrative tasks to a strategic role, turning into a key
driver of organizational achievement.
 Strategic commercial enterprise partnering emphasises:
 Proactive involvement in shaping organizational approach: HR professionals advocate on
staff implications of strategic choices, expertise acquisition, and employee engagement.
 Alignment with enterprise desires: HR practices and guidelines at once contribute to
accomplishing organizational targets, which include innovation, increase, and
profitability.
 Data-pushed selection-making: HR leverages records analytics to apprehend workforce
developments, expect talent desires, and measure the effect of HR initiatives.

Historical figures and activities that shaped HRM practices.

1. Early Beginnings (Pre-World War I):

• Robert Owen (1771-1858): A British industrialist and social reformer, Owen pioneered
the welfare movement, advocating for better operating conditions, schooling, and employee
housing. His manufacturing facility in New Lanark became a version of progressive labour
practices.

• Frederick Winslow Taylor (1856-1915): An American engineer, Taylor's scientific

management method aimed to optimize efficiency via time and motion studies. While
controversial for neglecting worker well-being, it stimulated early industrial HRM by focusing
on manner improvement and standardization.

2. Reckoning with the Human Factor (World War I - Sixties):

• Hawthorne Studies (1924-1932): Conducted by Elton Mayo and others, this research
challenged the financial guy assumption, revealing the crucial role of social factors and human
family members in worker motivation and productiveness. This paved the manner for the Human
Relations Movement.

• Abraham Maslow (1908-1970): An American psychologist, Maslow's Hierarchy of

Needs emphasized enjoyable exceptional human desires, from primary physiological needs to
self-actualization. This framework motivated HRM practices by encouraging motivation through
addressing various worker desires.

3. Civil Rights, Globalization, and Strategic Shift (1960s - Present):

• Civil Rights Movement (Fifties-Nineteen Sixties): The Civil Rights Act of 1964, fueled
by the motion, prohibited discrimination primarily based on race, faith, sex, or country-wide
starting place, notably impacting identical opportunity and diversity practices in HRM.

• Peter Drucker (1909-2005): An Austrian-born American control representative, Drucker

emphasized the importance of human capital as a key organizational asset. This helped shift
HRM in the direction of a strategic position, aligning itself with business objectives.

• Dave Ulrich (born 1955): A modern HR idea chief, Ulrich's version located HR as a
strategic business companion, actively involved in shaping organizational approach, coping with
expertise, and measuring HR effect.

Beyond those figures, don't forget to explore activities like:

• The rise of hard work unions: The history of exertion unions and their struggles for
worker rights keeps forming commercial relations and collective bargaining practices in HRM.
• Technological improvements: From the creation of HR facts systems to the rise of AI in
HR, technology has continuously transformed HR practices and information-pushed choice-
making.

REFERENCES.

Books:

 Ulrich, D., Brockbank, W., & Younger, J. (2017). Champions of Talent: How HR
Leaders Leverage People Strategies to Drive Business Success. McGraw-Hill Education.

 Gratton, H., Truss, C., & McIlwain, D. (2017). The HR Value Equation: How to Prove
Your Worth and Deliver Impact. Bloomsbury Business.

 Bersin, J. (2015). The Business of People: How to Build a Competitive Advantage

Through Strategic HR. Wiley.

 LoCascio, R. B., & Batory, A. M. (2018). The Agile HR Leader: Amplifying Your
Impact and Building the Organization of the Future. Wiley.

 Cappelli, P., “HR Implications of Healthcare Reform,” Human Resource Executive

Online, March 29, 2010, accessed August 18,
2011, http://www.hreonline.com/HRE/story.jsp?storyId=379096509.
 Frasch, K. B., David Shadovitz, and Jared Shelly, “There’s No Whining in HR,” Human
Resource Executive Online, June 30, 2009, accessed September 24,
2010, http://www.hreonline.com/HRE/story.jsp?storyId=227738167.
 Rivenbark, L., “The 7 Hidden Reasons Why Employees Leave,” HR Magazine, May
2005, accessed October 10,
2010, http://findarticles.com/p/articles/mi_m3495/is_5_50/ai_n13721406.

Articles:

 Society for Human Resource Management (SHRM). (2023). Building Your Business
Acumen: A Guide for HR
 Professionals. https://www.shrm.org/topics-tools/news/organizational-employee-
development/business-acumen-just-business-knowledge

 Harvard Business Review. (2020). The Strategic HR Business Partner: A Key Role in the
Changing World of Work. https://hbr.org/2012/07/why-hr-still-isnt-a-strategic-partner

 Human Capital Institute (HCI). (2023). Why Strategic HR Business Partnering

Matters. https://bersinacademy.com/courses/the-strategic-hr-business-partner

Websites:

 Society for Human Resource Management

(SHRM): https://www.shrm.org/: https://www.shrm.org/

 Human Capital Institute (HCI): https://www.hci.org/: https://www.hci.org/

 Josh Bersin Academy: https://bersinacademy.com/: https://bersinacademy.com/