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Evolution of Human Resource Management

Evolution of Human Resource Management

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Published by Aris Ponraj

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Published by: Aris Ponraj on Feb 10, 2011
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Evolution of human resource management
Evolution:
Evolution is defined as “Slow process of change from one level to a better or higher one, or that brings into being a superior”.
Resource:
Resource is defined as “Economic or productive factor required to accomplish anactivity or as means to undertake an enterprise and achieve desired outcome”.Three most basic resources are,1)Land2)labor and3)Capital.
Human Resource:
Human Resource is defined as “Scarcest and most crucial productive resource thatcreates the largest and longest lasting advantage for an organization”.
Human Resource Management:
The terms "human resource management" and "human resources" (HR) havelargely replaced the term "personnel management" as a description of the processesinvolved in managing people in organizations. In simple sense, HRM means employing people, developing their resources, utilizing, maintaining and compensating their servicesin tune with the job and organizational requirement.
Definition:
“HRM is a distinctive approach to employment management which seeks toachieve competitive advantage through the strategic deployment of a highly committedand capable workforce, using an array of cultural, structural and personnel techniques”Since the mid-1980’s Human Resource management (HRM) has gainedacceptance in both academic and commercial circles.
Evolution of HRM:
 
The founder of Sony corporation Mr. Akio morita says that there is no magic inthe success of companies the secret of their success is simply “the way that treat their employees”
Difference between HRM and PM:
Personnel Management and HRM differ in scope.
o
PM is viewed as a tool. It was a routine activity meant to hire newemployees and to maintain personal records. It was never considered as astrategic management of business.
o
HRM would view people as an important source or asset to be used for the benefit of the organization, employees and society.
Managerial Functions of HRM:
Planning:
Determination in advance of a personal program that will contribute to goalsestablished for the enterprise EVOLUTION.
Organizing:
This is required to carry out the plans. Designing the structure of relationshipsamong jobs, personnel and physical factors.
Directing:
Before the action is started “direction “ is necessary; this may be in the form of “motivation “ “ actuation “ or “ command “.This is to get people to work willingly andeffectively.
Controlling:
Observation of action and its comparison with plans and correction of anydeviation that may occur at any time.
Operative Functions of HRM
 
 
Procurement:
Obtaining proper kind and number of personnel necessary to accomplishorganizational goals.
Development:
Increasing the skill through training that is necessary for proper EVOLUTION job performance.
Compensation:
Adequate and equitable remuneration of personnel for their contribution toorganization objectives.
Integration:
It is concerned with a reasonable reconciliation of individual, societal andorganizational interests.
Maintenance:
Maintenance is concerned with the continuation of this state, this is heavilyeffected by communication with employees.
Separation:
Separations and return of that person to society. Could be retirement, lay off, out- placements and discharge.
The human resource cycle of HRM:
Michigan School explained the human resource cycle that consists of four functions. They are,
Selection:
Matching available human resources to jobs. 
Appraisal:
Performance management.
Rewards:

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