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M. Khasro MIAH Ph.D.

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Ô Human resource management has changed in
name various times throughout history.
Ô The name change was mainly due to the change
in social and economic activities throughout
history.

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Ô Industrial welfare was the first form of human

resource management (HRM).
Ô In 1833 the factories act stated that there should
be male factory inspectors.
Ô In 1878 legislation was passed to regulate the
hours of work for children and women by
having a 60 hour week.
Ô trade unions started to be formed.

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Ô The welfare workers association was formed
later changed to Chartered Institute of
Personnel and Development.
Ô Recruitment and Selection started when Mary
Wood was asked to start engaging girls during
the 1st world war.

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Ô In the 1st world war personnel development
increased due to government initiatives to
encourage the best use of people.
Ô In 1916 it became compulsory to have a welfare
worker in explosive factories and was
encouraged in weapons factories.

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Ô A lot of work was done in this field by the army
forces.
Ô The armed forces focused on how to test
abilities and IQ along with other research in
human factors at work.

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Ô In 1868 the 1st trade union conference was held
started of collective bargaining.
Ô In 1913 the number of industrial welfare
workers had grown so a conference organized
by Seebohm Rowntree was held.

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Ô Driven by environmental factors
Ô Responses to environmental challenges
Ô Strategic choice re: union avoidance
Ô Direct, individualised employment relationship
Ô Foster mutuality and develop ¶human assets·
Ô Examples of ¶star firms· and Japanese practices
Ô HRM becomes more integrated and pro- pro-active and a
strategic focus is developed
Ô Competitive advantage and positive bottom-
bottom-line
impact
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Ô Division of labor
Ô Central hiring offices
Ô Rules for disciplining and dismissing workers
Ô More systematic approaches to training
Ô Performance evaluation
Ô Job analysis to aid in employee selection and rationalize
wages
Ô Employee representation plans

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Ô ©ew Technology ² new technology allowed
outsourcing of many activities and handling many
administrative aspects of HR electronically; firms focus
more on ´core competenciesµ
Ô Outsourcing of HRM responsibilities (e.g.,
compensation, hiring, training)
Ô Globalization ² HR experts have to deal with
expatriates ² preparing them for work abroad and for
successful return to their home country

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Ô Stiff competition ² long-
long-term organization-
organization-oriented
HR decisions give way to short-
short-term market
orientation
Ô Risk of low firm performance is transferred to
employees whose job and compensation stability
grows more and more fragile
Ô Strategic HR ² companies are more focused on
generating shareholder value, and they look to HR
experts to take more long-
long-term, profit oriented
perspective; HR is a source of ›
 

and value added (not only cost cutting) initiatives

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Ô Growing dissatisfaction among workers with unchallenging jobs
and heavy-
heavy-handed management prompted managers to rethink
the way work was organized and managed
Ô Several recessions, oil crises, deregulation, and mounting foreign
competition brought considerable pressures to bear on
managers. Management learned that *  not
 not only cost, was a
key to market success.
Ô The value of people increased, (hence the shift from the term
´personnel managementµ to ´HRMµ) and opened the door to a
new conceptualization of how work is organized and the role of
HR specialists

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Ô Reorganization of tasks and technology
Ô Self--directed work teams
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Ô Joint problem-
problem-solving groups
Ô Improved communication between management and
labor
Ô Quality circles

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 ‰

- Employee Participation - Quality Improvement Team

- Career Development - Training, Internal Promotion
- Communication - Free Flow, Open,
Group Medical, Recreation
- Wellness - Counseling
- Job Security, - Full time, Retirement Safety,
Safe Environment Emergency
- Compensation - Competitive wages / benefits
- Pride - Identity, Civic & Environmental
concern

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Ô June 1980 ²Ú
 
 

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Ô Trying to stay competitive, many companies looked at
Japan and took up TQM and reengineering.
Ô HR departments became more focused on serving
internal customers, training workers in QI techniques,
and facilitating organizational change and organizational
learning initiatives
Ô Greater emphasis on union avoidance in the US
(greenfield sites) called for more work reform

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Ô High Involvement
Ô High Commitment
Ô High Performance

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Ô In the past two decades, we have witnessed

two work systems which exist side by side

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1. Explain what human resource management is

and how it relates to the management process.
2. Give at least eight examples of how all
managers can use human resource
management concepts and techniques.
3. Illustrate the human resources responsibilities
of line and staff (HR) managers.
4. Provide a good example that illustrates HR·s
role in formulating and executing company
strategy.
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Ô Human Resource Management is the
organizational function that deals with issues
related to people such as hiring, training,
promotion, performance management,
compensation, organization development,
safety, wellness, benefits, employee motivation,
communication, administration.

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Ô The 
 aspects related to the business-
business-focused and calculative
aspects of managing Ɲheadcountsƞ
Ɲheadcountsƞ as a rational way like any other
factor of production. The hard dimension finds its impetus and
legitimating in a market-
market-responsive mode of action. It also reflects the
business strategy focus often found in HRM accounts.

Ô The  face of HRM traces its roots to the human-

human-relations school
and emphasizes communication, training and development,
motivation, culture, value, and involvement. It presages and echoes
the resource-
resource-based model of the firm and suggest that competitive
advantage can be gained by avoiding short-
short-term cost
cost--cutting in favor
of long-
long-term flow of building and sustaining capability and
commitment.

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 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have your company in court because of discriminatory actions
 Have some employees think their salaries are unfair and
inequitable relative to others in the organization
 Allow a lack of training to undermine your department·s
effectiveness
 Commit any unfair labor practices

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Ô The bottom line of managing:

Î
 
Ô HR creates value by engaging in
activities that produce the
employee behaviors that the
company needs to achieve its
strategic goals.

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Ô A manager who is authorized to direct the work of
subordinates and is responsible for accomplishing
the organization·s tasks.
Ô Staff manager
Ô A manager who assists and advises line managers.

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Ô Generate more job applicants
Ô Screen candidates more effectively
Ô Provide more and better training
Ô ink pay more explicitly to performance
Ô Provide a safer work environment
Ô Produce more qualified applicants per position
Ô Hiring based on validated selection tests
Ô Provide more hours of training for new employees
Ô Conduct more performance appraisals

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@ The HR Scorecard
† Shows the quantitative standards,
or ´metricsµ the firm uses to
measure HR activities.
† Measures the employee behaviors
resulting from these activities.
† Measures the strategically relevant
organizational outcomes of those
employee behaviors.

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Ô ©ew Proficiencies
Ô HR proficiencies
Ô Business proficiencies
Ô eadership proficiencies
Ô earning proficiencies

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Ô HR is becoming more professionalized.
Ô Society for Human Resource Management
(SHRM)
Ô SHRM·s Human Resource Certification
Institute (HRCI)
Ô SPHR (senior professional in HR)
certificate
Ô PHR (professional in HR)
certificate

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Ô Managing within the aw
Ô Equal employment laws
Ô Occupational safety and health laws
Ô abor laws

Ô Managing Ethics
Ô Ethical lapses
Ô Sarbanes--Oxley in 2003
Sarbanes
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management process globalization

human resource management human capital
(HRM) strategy
authority strategic plan
line manager metrics
staff manager HR Scorecard
line authority outsourcing
staff authority ethics
implied authority strategic human resource management
functional control high--performance work system
high
employee advocacy

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