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(i) Era of Industrial Revolution
[ i. COMMODITY CONCEPT ](ii) Era of Trade Unionism
(iii) Era of Social Responsibility Feeling[ ii. & iii. PTERNALISTIC CONCEPT ]
(iv) Scientific Management Era[ iv. FACTOR OF PRODUCTION CONCEPT ]
(v) Indl. Psychology Era (Human Relations)[HUMANISTIC CONCEPT ]
(vi) The Behavioral Era[ VI. BEHAVIOURAL HR CONCEPT ]
vii Personnel S ecialist Era
Growth of Per. Mgt
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(i) I ndustr ial Revolution Era1Modern P.M evolved from several significant inter-
related developments (prior to Indl. Revolution)
Then existed several distinct Employer-Employee
Relationships,Termed as Slaver, Guild System
State of Guild System seeded Per. Mgt for well-knitgroups- Masters, Traveling journeymen
,Apprentices
This System involved selection, Trg, development,rewarding, maintaining workers
Wage Salary Admn & Collective Barging over
wage & working conditions were in evidence
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I ndustr ial Revolution Era2
But Economic & Social Changes Overtook Old
Eco-Soc-Political System
Indl-Revolution: Developed Machines /used
Mech. Energy consequently start of factoriesemploying Large number of people
All increased Productive power & Capacity to
pay / man with efficiencies gained throughsub- division of labor, speed of Machine.
Factory system replaced old cottage system.
Specialization ( in One-Task than skills in
number of Jobs ) ruled
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I ndustr ial Revolution Era3
IRE Expanded Mass Production
Mod. Indl Corporations Applied Science &
Tech to all Facets of WorkIt overly affected Personnel Admn System:
Work Place: From home to Common Roof
Production Methods:Manual skills toMachine skills
Migration-Rural to Urban concentration
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I ndustr ial Revolution Era4
Separation of Owners & Managers, Employer-Employee closeness affected
Mechanization- Women & child labor replaced
MenComplexity of Production Process & Adv-Tech :
New class of employees commanding power
in Company
Nature Jobs suited white collars. Managerial
groups replacing Blue collars /artisans
Specialization produced Specialists:
Engineers/Lab. Relation Mgrs/SafetyEngineers
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I ndustr ial Revolution Brought6
Brought Heights of Business &Economy
But
Materialism, Monotony,Discipline, Boredom, Job-
displacement, Work -
interdependence, Poor working
conditions, Average citizen/ Labor
Exploitation
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(i i ) Era of Trade Unionism1
After start of Factory System, employeesgathered, discussed common Probs.
Initially Child Labor, Long work Hours
Later, Economic, Employee Benefits,Poor Working Conditions
Workers Joined :Improve Their Common Lot
Underlying philosophy: Force Mgt to listen &Redress their Grievances
Weapon: Strikes, Slowdowns, Walkouts,
Picketing, Boycotts, Sabotage
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Era of Trade Unionism2
Influenced-Personnel Managementin the fields of:
Adopting Grievance Handling System
Install Arbitration to Resolve Conflicts &Rights, Disciplinary Practices
Employee Benefit Prog, Liberalize Holiday
& Vacation Time, Clear Definition ofJob Duties/ Job Rights through
Seniority, Installing Rational, and
Defensible Wage structures
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Era of Trade Unionism3
Managements Created:
Organizational Units to deal Union-
Representative Relationships
Sponsoring Unions as a means to
controlling their Activities
Installed systems:
To Study jobs, Improving methods,Connecting wage to performance,
Careful Selection of Personnel
where Unions brought wage-hikes
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(i i i ) Social Responsibi l i ty Feeling Era1
In the past,Employers were not very sympathetic
towards the employees
FOR THE FIRST TIMERobert Owen (1913)A British
Businessman, Reformer, Humanitarian,pioneered Fatherly Attitude or Adopted
PaternalisticAttitude towards the
employees
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Social Responsibil i ty Era2
Robert Owen believed that: The Principal Socio-Economic Environments
influence Physical, Mental, Psychological
development of workers To Enhance Productivity: Improve
Environment by providing more of Satisfactory
Living/Working ConditionsDevote as much attention to Vital Machine
(workers) as pay to Inanimate Machines
Maximizes Profits
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Social Responsibil i ty Era3
Owen Implemented Philosophy By:
Building: *Model Villages next to his Mills,
*Unheard facilities in Factories: Windows,
Ventilations, Shower Bath, & Clean Toilets
* Schools: Day (children), Night (workers)
*Child Labor: Min. Age Raised to 11yrs,
later abolished*Treated Workers: As own children who
must be cautiously guided, trained, &
protected
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Social Responsibil i ty Era4
Other Humanitarians Supported Views, like:
If each one work for his own economic self-interest, Society will gain- Adam Smith
Emphasis Be on Mutuality of Interests
(Employer-Employees) and on Div-of-Labor toenhance productivity on use of resources
- Charles Babbage
Babbages concept of Hard Work & HighProductivity were source of good wages for
workers and higher profits for employers
was Denounced by Unionisation
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(iv) Scienti f ic Management Era1
Movement Began in 1900, Peakedin1930, Dwindled in Relative
Importance, Remained Alive to Present
Times
Owes to Frederick W.Taylor (1856-
1955)- Father of Scientific ManagementHe started Experiments in Steel industry
(Midvale & Bethelem Plants)
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(iv) Scienti f ic Management Era2
Taylor Developed Four Principles of Mgt:1. The Development of a True Science for
each job
2. Scientific Selection of the Right Person forRight Job
3. Train a Person to Perform Job in a
Scientific Manner4. Friendly Cooperation Between MGT &
MEN
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TAYLOR BELIEVED THAT:3
Planning should be Results of Mgt-Worker
Co-operation, and also to provide Financial
incentives to compensate workers
Workers are untapped energy source, to use
[ if Trained and Treated fairly ]
Anticipated Mod.Suggestion System to pay
Cash Bonuses on workers Accepted ideas
Majority Mgt-Workers conflicts WILL
disappearBy Time study, Method Study Jobclassifications, Standardization of Tools,
Differential Piece-Rate S stem etc.
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Scienti f ic Management Has:4
Improved Employee- Employer
Relationships & Management in General
Elevated MGT By Plan, System,Design
BUT
Declined Mgt. By Hunch/IntuitionContributed Greatly to:
Professionalisation of Management
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Taylors Approach Improved / Led To:5
Management Methods, Procedures &
StandardsStrengthened Production & Supervision
Approach Accepted by Labor-Mgt.,
with Mutual Benefits of Productivity- More Profit for Mgt, more Money
& Better lives to Workers
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Taylors IDEAS Led to:6
Separate Discipline called Human Engg
It Studies, People At Work and Of Work
Methods Studies, Equipment Design, Pacing of
Work, Hours of Work, Environment of
Conditions of Work.Purpose: To Improve PRODUCTIVITY
& JOB SATISFACTION
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Post 30 Yrs Taylors Popularity Declined7
Found that Mgt. Problems Resulted of Human& not Mech. Factors
Taylors Approach Stressed:
Need for Techniques that ensure higher performanceat work
Eliminating unnecessary movements gave greater
importance to Technology than Men at work.Fragmentation of operation/ Mechanistic
conception at workled to Alienation, Frustration,
Conflicts, and loss of Production
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THE KNOWLEDGE INVITED
NEW THINKERS8
Douglas McGregor in U.S.A and Eric
Trist in U.K pointed out Best Results were obtained when
Human Beings were treated in Totality
of their Physical & PsychologicalCharacteristics
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The Knowledge Invited New Thinkers9
Henry Gantt, Frank & Lillian Gilbreth Modified
Taylors views:Gantt propoundedTask & Bonus System-
Hourly Guaranteed Rate + 20% on touching Std-
Output + High Pc-Rate for crossing Std-OutputFrank Gilbreth extensively used Motion Picture
of Task done analyzing Body movements, led to
Popular Laws of Efficient Motions
Lillian Gilbreth produced First Time a book
Psychology of Mgt- application of Psychology to
the Principles of Scientific Management
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(v) I ndl. Psychology & HR Era1
Psychologists EnteredIndl Mgt.,
for Systematic Study of Personnel
ProblemsDevelopment of Indl. Psychology
Owes to
Father of Indl. PsychologyHugo Munsterbergs
Book Psychology & Indl. Efficiency
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(v) TO THE I ndl. Psychology2
His Notable Contributions -AnalyzingJobs in terms of :
Mental & Emotional Requirements
Development of Testing Devises
Era Witnessed Advances in Areas of
Selection, Placement, Testing, Trg. &
Research Practices
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(v) I ndl. Psychology & HR Era3
Indl. Psychology Introduced & Emphasized:
Matching Employees to JobsDiff Jobs need
Diff Skill & Abilities
Use of Personnel Testing, Interviewing,Attitude Measurement, Learning Theory, Trg.,
Failure & Monotony study, Safety, Job Analysis
and Human Engg. But Major Applications AreasRecruitment,
Testing for Employment, Job replacement,
Promotion & Trg
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(v) I ndl. Psychology & HR Era4
Human Relation Movement Beganas an Outcome of Reaction Against
Impersonality of Scientific
ManagementTop Mgt. Personnel Realized
Human Resources Most Important
Valuable Assets
without which
other Resources are useless
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(v) I ndl. Psychology & HR Era5
Experiments were Conducted
at
Hawthorne Works, Western Electric,
Chicago
byElton Mayo, Roethlisberger, Dickson
(Late1920s- Early 1930)
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(v) I ndl. Psychology & HR Era6
As a Result of these Experiments:Employee Productivity Began to be Analyzed
in terms ofTeam Works, Participation,
Cohesiveness, Loyalty &Esprit De CorpseInstead of Engg. Terms
Triggered ENTRY ofSeveral Concepts
(Social system, Informal organisation, Groupcontrol of behavior, Equilibrium etc) into fields
of Personnel Mgt and Human Relations
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(v) I ndl. Psychology & HR Era7
SCIENTIFIC MANAGEMENT
TREATED ORGANISATION
ASTECHNO-ECONOMIC SYSTEM
WHILE
HUMAN RELATIONS MOVEMENTVIEWED IT AS
SOCIAL SYSTEM
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(vi) The Behavioral Era1
Era IsAn Outgrowth of Human Relations
Studies
Began Around 1955
Major Impact LastedFor
10-15 YEARS
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(vi) The Behavioral Era2
Behavioral Sciences include :-
Sociology, Social Psychology, Psychology
Mathematical Biology, Medicine &
PsychiatryAnthropology, Economics, History,
Philosophy
RESEARCH IN THESE AREASCATERED SUBJECT MATTER TO
PERSONNEL MANAGEMENT
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(vi) The Behavioral Era3
Behavioral Scientists are Concerned with the:
Impact of *Methods of Pay and IndividualPerformance, Effect of * Diff. Leadership
Styles & Philosophy
on Total Org-PerformanceJob-designits Relationship to Personality
Growth;
Impact of *Diff. Appraisal Systems,* GroupInfluences and * Organization
Communications on Productivity & Change
Research Data used for Theor Buildin
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(vi) The Behavioral Era4
Three Popular Theories1. Theories of Motivation
Maslows Hierarchy of Needs -Higher
needs cannot be satisfied unless Lowers Are.
Herzbergs Two-factor Theory: Hygiene
/ Maintenance Needs (money, job,supervision, Working conditions) and
Motivators (Recognition, Advancement
Growth, Responsibility)
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(vi) The Behavioral Era5
2. McGregor formulated Two-Management Beliefs or Views
(Theory X& Theory Y).
Theory X (Traditional beliefs , HardApproach)strict supervision, coercion
and threat breed restriction of output
Theory Y ( Modern, Humanistic
Beliefs ,Soft Approach)
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(vi) The Behavioral Era7
Human Relation Approach Developed
Sound Mgt. Practices:-
2-Way Communication
Participative Decision Making,
Individual Goal Setting (MBO)
Informal Organizations
Treating Work Place a Social System Management Development
Management of change
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(vii) Personnel Specialist Era1
With introduction of Factory system,1000 of employees under one roof
were to be controlled to realize Org-
GoalsAdministrative office recruited
Clerks/Manual Employees responsible
to hire workers
Later concerned with the Recruitment,
Selection, & Placement
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(vii) Personnel Specialist Era2
Organization size grew:* Functions allottedto Full Time Manager
Separate Personnel Executives installed to
develop - Systematic Methods, Job Discipline,Job Description & Specifications
* Further Duties enlarged to cover
Employees Benefits & Services* Arrangements added to train existing
employeesTraining Manager appointed.
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(vii) Personnel Special ist Era3
Ultimately Many Specialists introduced-
Safety Experts, Physicians, Behavior
Researchers, Labor Relation Specialist etc
For Administrative & Org-Effectiveness -
All merged into a single Personal Manager
or Welfare Officer
Subsequently adding-Organizational
Planning, & Manpower Planning and
Selection, other significant problems
( Mgt of Managers, Mgt of Talent power)
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(vii) Personnel Specialist Era4
Change Emerged:High Talent Personnel were the key
Human Resources
Personnel Management -TURNED into
Present Day Economic Structure
Emphasis Now is on MANAGEMENTOF HUMAN RESOURCES
Todays Day Personnel Management
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Today s Day Personnel Management5
Entrusted with 3-Chief Responsibilities
1. To Assist Line Managers in ManningOrganization & Help Maintain Force at
Optimum level through:
*Recruitment, Induction, Placement
*Wage & Salary Admn
*Training Key NON-MGT Personnel*Admn. of Benefits & Allied Services
*Dev. of Employees Communication
Programs
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Todays Day Personnel Management6
2.To Provide Task Force to MGT. in theAreas of:
* Union-Mgt. Relations
* Mgt. of Staff Development Functions* Training for Key non-Mgt Personnel
* Development of Grievance procedure
Development of Personnel Policies
and Procedures
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Todays Day Personnel Management7
3.To Control Employee ServicesFunctions
* Housing, Transport
* Promotion of and Recreational
facilities
* Financial Aid to Employees* Educational Activities etc
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CONCLUSIVELY
Personnel Management Entrusted withMultiple Personnel Jobs
Changes were caused by Slow Cultural,
not By Drastic EventsSocial, Economic, Political, Techno-
Cultural Factors Influenced Nature &
Scope of Personnel Administration
History of P.M is Evolutionary and Not
Revolutionary
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THANKS
Prof. Pankaj Handa
IITM
E l ti HRM I di
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Evolution- HRM India 1
Indian experts account growthsince 1920
This period related to
post World War I- difficult conditionsthat
called for State intervention & TradeUnions.
E l i HRM I di
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Evolution- HRM India 2
The Royal Commission (1931)-
Recommended to appoint
Labor- Welfare Officer
forselection of workers & settling grievances
The Factories Act, 1948to appoint
compulsory Welfare officer
(For workers 500 & 500+)
E l i HRM I di
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Evolution- HRM India 3
In course of time: Two Professional
Bodies set up.
IIPM ( Kolkota ) & NILM (Mumbai),
premier Traditional IndustrialCenters.
Post II- World War & Indian
independence- witnessed increased
Awareness & Expectations of
workers
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Evolution- HRM India 4
During 1960s Personnel Functionbegan expanding beyond
Labor welfare
Personnel Administration
Labor welfare, Indl Relations
merged intoEmerging Profession
Personnel Management (PM)
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Evolution- HRM India 5
Shift in focus towardsProfessionalisation of MGT.-
Massive thrust to heavy industry
(II-Five Year Plan)
& accelerated public sector growth in
Indian economy1970s-Shift in Professional Values -
Focus from welfare to focus on Efficiency
E l ti HRM I di
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Evolution- HRM India 6
1980s-New Technologies, HRMchallenges, HRD - Talk of Professionals
1980s-IIPM and NILM merged,
National Institute of PersonnelManagement Born(NIPM)
1990- ASPM (USA) changed to Society
for Human Resource Management
1990s-Emphasis Shift to - Human
values & productivity thro people
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THANKS
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Human Resource Management
Definition
Meaning (Semantic)
Scope of HRM
Objectives & Functions
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HRM Term: 2
Relates to-People aspect in MgtImply Philosophy, Policies, and
Procedures & Practices relating to
management of people insideorganisation.
Getting peoples services, developing &
stimulating them to higher performance
for their commitment to the Org-
objectives.
5 E ti l C P i t
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5-Essential Core Points3
Definition MUST EMBRACE 5-core points
1. Organizations R People who staff & manage2. Mgt.Functions & Principles are applied in
Acquisitioning, Developing, Maintaining &
Remunerating employees3. Employees Related decisions be integrated /
consistent with all HR-decisions
4. Decisions to influence Org-Effectiveness.Effectiveness must cater to customers high
Quality Products/Services (reasonable price)
5. HRM functions valid to all Organizations
D id & St h DEFINITION
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David, & Stephen- DEFINITION4
HRM is concerned with the people dimension
in management. Since every organization is
made up of people, acquiring their services,
developing their skills, motivating them to
higher levels of performance, and ensuring that
they continue to maintain their commitment to
the organisation are essential to achieving
organizational objectives. This is true regardless
of organisation - government, business,
education, health, recreational, or social action
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Flippo - DEFINITION5
HRM is
planning, organizing, directing,
and controllingof the procurement, development,
compensation, integration, and separation
of human resources to the end thatindividual, organizational, and social
objectives are accomplished.
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DEFINITION6
Therefore
HRM refers to a set of
Programs, Functions, and Activitiesdesigned and carried out
in order to
maximizeboth Employee and Organizational
Effectiveness.
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HRM Semantic7
Meaning:Alike other disciplines,
HRM also face semantic problem
(of Two Meanings)i.e., two terms
Personnel Management (PM)
and HRM
These, basically differ in Scope &
Orientation
HRM Semantic
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HRM Semantic8
HRM views PeopleImportant assets for
benefit of Orgn-Employees-Society
HRM emerging as distinct
Mgt-Philosophy Promotes Policies onMutuality of-goals/respect/reward/ responsibilities
Mutuality- elicit commitment for
better Eco-performance & HRD
HRMintegrated to Strategic Mgt.
HRM latest term in evolution
HRM Semantic
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HRM Semantic9
PM - limited Scope & Orientation
Labor is used as tool, manipulate &
replaced when worn-out.
Per. Depttwas not respected, never hadvery-productive employees historically
Per. Function did routine hiring of new
employees & maintaining recordsPM was never considered part of Strategic
Mgt. of business
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HRM Semantic9A
DIFFERENCE BETWEENHRM & PM:
PLEASE REFER SHEET
HRD PM & I ndl Relations
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HRD, PM , & I ndl.Relations10
HRD- Trg & Development, CareerPlanning & Development, and O.D
are Part of HRM
Indl.Relations - Employees grievances,Settlement, Unionisation.
HRD ,PM, and Indl.Relations
are all PART of
HRM
Scope of HRM 11
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Scope of HRM11
The Scope is vast. All activities in the
working life of a worker- from the time of
his/ her entry till he/she leaves-come under
the purview of HRM.HR planning, Job Analysis & Design,Recruitment & Selection, Training &
Development, Performance Appraisal, Job=Evaluation, Employee Remuneration,
Motivation & Communication, Welfare,
Safety, Health, Indl. Relations
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Scope of HRM12
PLEASE REFERSHEET
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