EVOLUTION OF HRM

Prof. Susen Varghese

‘The design of formal systems in an organization, to ensure the effective and efficient use of human talent, to accomplish organizational goals.’

Human Resource Management

2

Major Functions
 Human Resource Planning
 Recruitment & Selection  Performance Appraisal  Training & Development  Career Planning & Development  Talent Retention  Compensation

And many more………….

The story till now….          Barter Birth of Organization Man is brick and mortar – Can be Replaced Boss is after all the Boss – Exploitation At The Peak Employee Revolts Birth of Trade Unions Personnel ‘Management’ Enters Collective Bargaining Man is a Resource and that too the most valuable amongst the 4Ms – Needs to be Retained  Participative Management  Human ‘Resource’ Management  Human Capital Investment .

BARTER .

ENTRY OF CURRENCY .

ORGANIZATION IS BORN .

INDUSTRIAL REVOLUTION .

MAN IS BRICK AND MORTAR .

BOSS IS BOSS .

EMPLOYEE REVOLTS .

ENTRY OF TRADE UNIONS-YEE WEAPON .

ENTRY OF SHUT DOWNS – YER WEAPON .

ENTERS COLLECTIVE BARGAINING .

PERSONNEL MANAGEMENT & ADMN .

. .MAN IS THE MOST VALUABLE RESOURCE….

HUMAN ‘RESOURCE’ MANAGEMENT .

PARTICIPATIVE MANAGEMENT HR AS A STRATEGIC PARTNER .

HUMAN CAPITAL INVESTMENT .

 Late 70’s: Realization that beyond a point. productivity depended on people. staff and personnel came into being.  60’s: Terms like manpower.  50’s : Employees were recruited not to question ‘why’ but only to ‘do’..  Today: Man is an Investment .Overall Impact …….

productivity through people Clerical stroke: (disciplinary . Regulatory Human values.Evolution Of HR in India Period Development Status Emphasis Role 1920s1930s 1940s1960s Beginning Desk Job – Admn & Welfare Intro to IR & Scattered attempt towards HR Strong industrial relations and disputes. Struggling for Recognition 1970s1980s Establishing Gradually 1990s Promising . MDPs etc.dismissal of workers) Personnel Tasks [leave. managerial role & many more…. Formulating policies. T&D programs. bonus. medical leave etc] Executive [Strategic Partner. retirement etc] Managerial [housing.

 The Adaptation of Laws Order. 1956 (36 of 1956).  The Industrial Disputes (Amendment and Miscellaneous Provisions) Act. . 1948.The Legal Twist…. 1950.  The Part B States (Laws) Act. 1951 (3 of 1951). List Of Amending Acts And Adaptation Orders  The Indian Independence (Adaptation of Central Acts and Ordinances) Order.

1970 (51 of 1970). 1963 (39 of 1963).  The Industrial Employment (Standing Orders) Amendment Act. . List Of Amending Acts And Adaptation Orders  The Industrial Employment (Standing Orders) Amendment Act.  The Industrial Employment (Standing Orders) Amendment Act.The Legal Twist…. 1982 (18 of 1982). 1961 (16 of 1961) .  The Central Labour Laws (Extension to Jammu and Kashmir) Act.

training and development etc. 1948. Formulating policies on human resource planning..The Impacting Legal Twist… ID ActFactories ActMany other Acts…… The scope of the function of labour officer was widened during the second world war such facilities as housing. . 1946. Labor officer <=> Welfare Officer Under the Industrial Disputes Act. recruitment and selection . medical etc. Welfare Officer <=> Personnel officer Under section 49 of Factories Act.

 In 1980 – These two professional bodies merged together and formed ‘National Institute Of Personnel Management’ (NIPM) headquartered at Kolkata.  In 1950 .Formation of professional bodies  In 1948 .The National Institute Of Labour Management (NILM) at Mumbai.Indian Institute Of Personnel Management (IIPM) at Kolkata .  In 1990 – Milestone was achieved by renaming of American ‘Society For Personnel Administration’ (ASPA) as the ‘Society For Human Resource Management’ popularly known as SHRM. .

Rules Importance of devising clear rules Can do outlook. Guide to Procedures Management Action 4. 2. Employment Contract PERSONNEL MANAGEMENT Careful delineation of written contracts HRM Aim to go beyond contract. Key Relations Monitoring Labor Management Values / Mission Nurturing Customer . Impatience with rules Business Need 3. Behavior Referent Norms / Customs & Practices 5. Managerial Task 6.Difference between HRM & PMIR DIMENSION 1.

Difference between HRM & PMIR DIMENSION 7. Communication 11. Marginal Tasks Job Evaluation (fixed Performance Related grades) . Initiatives 8. Management Role Transactional 10. Prized Management Skills 12. Key Tasks HRM Integrated 9. Pay Indirect Negotiation Separate. Selection 13. Speed of decision PERSONNEL MANAGEMENT Piecemeal Slow Fast Transformational Leadership Direct Facilitation Integrated.

Conditions 15. Conflict handling 19. Labor Management PERSONNEL HRM MANAGEMENT Separately Harmonization negotiated Collective Individual contracts bargaining contracts 16. Job Design 18. Job Categories and Grades 17.Difference between HRM & PMIR DIMENSION 14. Training & Development Many Division of Labor Reach temporary truce Few Teamwork Manage climate and culture Controlled access to Learning companies courses .

Respect for employees PERSONNEL MANAGEMENT Personnel procedures HRM Wide ranging cultural. Focus of attention for interventions 21. Shared interests Interests of the organization are uppermost . its employees and the society as a whole Mutuality of interests Labor is treated as a tool which is expendable and replaceable 22.Difference between HRM & PMIR DIMENSION 20. structural and personnel strategies People are treated as assets to be used for the benefit of an organization.

Difference between HRM & PMIR DIMENSION PERSONNEL MANAGEMENT HRM 23. Evolution Precedes HRM Latest in the evolution of subject .

HR PAST AND PRESENT IN A NUTSHELL: 4/6/2012 31 .

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