History of Human Resource Management

The History of Human Resource Management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. Human resource management has it roots in the late and early 1900's. When there are less labor then there are more working with machinery. The scientific management movement began. This movement was started by Frederick Taylor when he wrote about it a book titled The Principles of Scientific Management. The book stated, "The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. Taylor believed that the management should use the techniques used by scientist to research and test work skills to improve the efficiency of the workforce. Also around the same time came the industrial welfare movement. This was usually a voluntary effort by employers to improve the conditions in their factories. The effort also extended into the employees life outside of the work place. The employer would try to provide assistance to employees to purchase a home, medical care, or assistance for education. The human relations movement is the major influence of the modern human resource management. The movement focused on how employees group behavior and how employee feelings. This movement was influenced by the Hawthorne Studies.

HUMAN RESOURCE MANAGEMENT

Human resource management (HRM, or simply HR) is the management of an organization's human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such

as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. Whereas in startup companies HR's duties may be performed by a handful of trained professionals or even by non-HR personnel, larger companies typically house an entire functional group dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. The policies and practices involved in carrying out the People or Human Resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising Edwin Flippo defines HRM 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." The concepts and techniques need to carry out the people or personal aspects of management job are:y y y y y y y y y y

Conducting job analyses (determining the nature of each employees job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment.

Functional area of HRM

Human resource auditing Human resource planning Recruitment / selection Orientation Management development Performance appraisals Career planning / development Counselings Event management Talent management Staff communication Human resource strategic planning Manpower panning Induction Training Compensation development Performance management Coaching Staff amenities planning Succession planning Safety management Reward

Responsibility of HR department in large organization

Position HR

Job Responsibilities Executive committee, organization planning, HR planning & policy, Organization development.

Manager,

recruitment Recruiting, Interviewing, Testing, Placement & Termination.

& employment Manager compensation benefits , Job analysis and evaluation, surveys, Performance appraisal, & compensation administration, bonus, Profit sharing plans, Employee benefits.

Manager, Training & Orientation, Training, Management development, Career Planning & Development Manager, relations development. Employee EEO relations, contract compliance, staff assistance programs, Employee counseling.

Table2: Responsibility of HR department