HRM

• Human Resource Management


  is the organizational function of managing and handling one of the valuable assets of the organizations- its employees
• 1890-1910

  Frederick Taylor introduced a management approach known as scientific management
• Scientific Management

  • focuses on the idea of scientific selection of employees based on their capabilities.
  • provided that workers will be paid compensation when they exceed the standard level of output for a given job, with aims of motivating them.
• 1910-1930

  • development of departmental units which focuses on maintaining the well-being of employees.
• 1930-1945

  • Hawthorne studies started to have a tremendous effect on management studies and principles
• 1945-1965

  • marks the birth of union membership that gave a considerable importance to employer-employee relationship
  • pay and benefit programs slide in a very notable value as organized unions bargained for paid work leave, health and welfare coverage.
• 1965-1985

  • The Civil Rights Act of 1964 reached its highest point when i prohibited discriminatory practices.
  • Employers were advised to adhere to the equal employment opportunity
• 1985-Present

  • diverse labor force, globalization and strategic HRM functions were three pressing concerns during this period.
  • employers primary aim is to effectively cope with the intense demands and effects of change, competition, and job deficiency.
• Importance of HRM to Entrepreneurs

  • give useful insights and a thorough understanding of the employment cycle, and broader idea about various HR practices in order to meet present and future challenges
• Importance of HRM to Employees

  • gain a better understanding of their rights and privileges
• Importance of HRM to Supervisors and Leaders

  provide competitive edge, especially in the aspect of recruitment.
• Features of HRM

  • prevalent in nature
  • dynamic
  • individually-oriented
  • employee-oriented
  • forward-looking
  • growth-oriented
• Personnel Management

  • refers to the people manning the organization
• HRM

  • effective supervision and management of employees' capabilities and other attributes
• Personnel Management

  • conventional and concentrates on supervisory administration of people
• HRM

  • non-stop function directed at developing the knowledge and skills of employees
• Personnel Management

  • separate purpose with separate sub-function
• HRM

  • indispensable part of the entire organization
• Personnel Management

  • supplementary activity
• HRM

  • anticipates and effectively handles adverse situations even before they arise
• Personnel Management

  • takes complete authority in people management
• HRM

  • sees to it that both personal and professional needs of employees are addressed correctly in order to achieve work-life balance.
• Personnel Management


  has a limited range as it only focuses on administration of people
• HRM

  • a fulfilling job is the antecedent and job satisfaction is the outcome
• Personnel Management

  • a high level of contentment means better performance
• HRM

  • considers people as valuable assets
• Personnel Management

  • regards employees as tools for the organization to make more profit
• HRM

  • regards employees as excellent contributors to the organization's wellness
• Personnel Management

  • treats employees as commodities that can be bought in exchange for money
• HRM

  • sees to it that there is a constant healthy relationship between the organization and its employees
• Personnel Management

  • treats people as expense, thus employers have the power to manage the cost.
• HRM

  • encouraging all forms of communications is the driving force in HRM
• HRM

  • focuses on enhancement of employees' potential from long term perspective
• HRD

  • enhances capabilities of employers that will result in positive behavior or change.
• HRD

  • sees to it that there is a continuing opportunities for growth and development
• HRM

  • gives attention to the effective utilization of employees and their capabilities
• HRM

  • HRM takes decisions of HRD plans
• HRD

  • depends on the decisions of HRM
• HRD

  • its goal is anchored to that of HRM, which boils down the benefit of the workers
• HRM

  • attends to every employee demand resulting in increased satisfaction and productivity