The idea of human resource management started out in the time of the industrial revolution when production at home changed to mass production in factories, with the invention of machines to do jobs that were once done by hand. With the boom in the textile industry and the versatility of cotton and now the innovation of the time saw the introduction of water and steam turbines to power machinery made it less expensive to produce textiles so made it more affordable to the masses so it increased demand. This lead to factories been established throughout Britain and lead to an influx of people in to cities for jobs, changing from agriculture to a demand for factory work. During the industrial revolution exploitation was rife and there was appalling
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In 1921 the national institute of industrial psychologists conducted tests on selection training and interview techniques to help provide academic rational learning for aspects of personnel management. The second world war lead to an expansion in the role of the personnel management further by adding the roles of improving moral and motivation , training , discipline and health and safety , wage policies and joint consultation between management and employees. With the expansion of the role it required the development of trained staff in a dedicated personnel department. At this time there was an increased emphasis on health and safety and the use of a specialist to deal with employee relations so this further increased the role of personnel managers to negotiate with the trade unions on the behalf of the organisations which became imperative in the 1970’s in discussing pay and other collective issues. During these time s personnel department took up the role of administration and with the growth of employment legislation they often adopted a role to advice managers to stop them ending up in industrial tribunals at this time.
From the 1980’s onwards the role of personnel management changed increasingly to human resource management as it was starting to …show more content…
Like when dealing with pay and working conditions through trade unions, But with the change to human resource management there was a more unitarist and individualist approach due to high trust culture where workers are encouraged to believe they are important to the organisation. Through nurture and development this meant the policies and procedures were aimed at individuals with the aim of all workers working towards the same goal with no conflict
With personnel management it played a more reactive role adapting to needs on request and putting policies and procedures in at manager’s request but with a shift to human resource management it played a more long term role in the anticipation of organisational needs and was more innovative in the restructuring of an organisation in increasing communication between managers and workers.
Personnel management was more specialist in it role providing all the services of the personnel department from early selection to recruitment. The change towards human resource management saw a change to the involvement of line managers in the recruitment process as they could provide a better understanding of the job role and provide a better insight in to the recruitment of staff and the general day to day dealings of staff due to their familiarity
In 1921 the national institute of industrial psychologists conducted tests on selection training and interview techniques to help provide academic rational learning for aspects of personnel management. The second world war lead to an expansion in the role of the personnel management further by adding the roles of improving moral and motivation , training , discipline and health and safety , wage policies and joint consultation between management and employees. With the expansion of the role it required the development of trained staff in a dedicated personnel department. At this time there was an increased emphasis on health and safety and the use of a specialist to deal with employee relations so this further increased the role of personnel managers to negotiate with the trade unions on the behalf of the organisations which became imperative in the 1970’s in discussing pay and other collective issues. During these time s personnel department took up the role of administration and with the growth of employment legislation they often adopted a role to advice managers to stop them ending up in industrial tribunals at this time.
From the 1980’s onwards the role of personnel management changed increasingly to human resource management as it was starting to …show more content…
Like when dealing with pay and working conditions through trade unions, But with the change to human resource management there was a more unitarist and individualist approach due to high trust culture where workers are encouraged to believe they are important to the organisation. Through nurture and development this meant the policies and procedures were aimed at individuals with the aim of all workers working towards the same goal with no conflict
With personnel management it played a more reactive role adapting to needs on request and putting policies and procedures in at manager’s request but with a shift to human resource management it played a more long term role in the anticipation of organisational needs and was more innovative in the restructuring of an organisation in increasing communication between managers and workers.
Personnel management was more specialist in it role providing all the services of the personnel department from early selection to recruitment. The change towards human resource management saw a change to the involvement of line managers in the recruitment process as they could provide a better understanding of the job role and provide a better insight in to the recruitment of staff and the general day to day dealings of staff due to their familiarity