Evolution of human resources

EVOLUTION OF HUMAN

RESOURCES

By:Eesha Gupta (13810029)

Shrishty Jindal (13810073)

Vignesh (13810081)

TI

MELINE

• Ancient timesPre 1750

• Industrial Revolution1750 – 1900

• Social Responsibility Era1900

• Scientific Management Era1910

• Trade Unions1926

• Human Relations Era1930

• Behavioural Science Era1936

• System Approach Era1960-1970

• Contingency Approach Era1964

• Operational Approach1980

ANCIENT TIMES (Pre 1750)

People were not aware of any kind of HR system or policy.

Despite this, ancient texts have many recorded instances of

HR practices:

• The ancient Code of Hammurabi from Babylon in 1750 BC

sets obligations for expert craftsmen to transfer their skills to

apprentices and healthcare obligations for owners of slaves.

• Roman philosopher Pliny the Elder in the 1st century AD,

warned about the health hazards of employees handling

zinc and sulphur.

• In 1556, the German scientist described occupational

hazards of employees.

• In 1700 Bernardo Ramazzini, known as the "father of

industrial medicine," published in Italy the first

comprehensive book on industrial medicine.

Timeline

EARLY SIGNS OF INDUSTRIAL REVOLUTION:

• Cessation of feudalism

• Shift from subsistence agriculture to a commercial

based economy

• Spectacular growth of towns and villages along with

middle class

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)

• Replacement of human effort and skill by the work of

machines

• Development of factory system

• Rationalisation of work and division of work

• Commodity concept of labour

• management responsibility delegated to foremen or

first line supervisors

• foreman usually used force and fear for controlling the

workers

• Government did nothing to support workers

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)

Timeline

Robert Owen, a British industrialist is considered to be

the first to adopt humanistic and paternalistic approach. He

viewed that the social and economic environment influence

the physical , mental and psychological development of

workers. His philosophy was that owner is like a father and

worker is like a child. He proposed the following:

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)

Provision for reduced working hours

Housing facilities

Education of workers and their children

Gave human treatment to workers

Timeline

ALSO CALLED TAYLORISM

• One of the earliest attempts to apply science to the

engineering of processes and to management.

• Themes like rationality, empiricism, work ethics,

efficiency and elimination of waste and standardization

of best practices.

• Transformation of craft production into mass production

at a larger scale

• Knowledge transfer between workers.

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)

• Clear cut division of work and responsibility between

management and workers

• Following concepts gained popularity during this era:

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)

Time study

Motion study

Efficiency movement

Fordism

logistics

Operations management

Timeline

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS (1926)

• Condition of workers were very pathetic after

factory system

• This was the period when state intervention to

protect the worker’s interest was felt necessary.

• During this period:

– Workers started to form associations

– Trade Union Act, 1926 was passed in India.

The basic philosophy was to safeguard worker’s

interest and to sort out their problems like:-

• Child labor

• Long hours of work

• Poor working conditions.

The unions used strikes, lockouts etc as weapons

for acceptance of their problems.


These activities of trade unions gave rise to

personnel practices such as:-


Collective bargaining

Grievances redressal

Arbitration

Employee benefits programs

Installation of rational wage structures

Timeline

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERA (1930)

• This particular period focused on the feelings,

attitude and needs of the workers as human

beings.

• Between 1925 and 1935 Hugo Munsterberg, a

psychologist suggested the use of psychology in

selection, placement, testing and training the

employees in an organization.

• During the time of 1924 and 1932, Elton Mayo

conducted series of experiments at Hawthorne

Plant.


Hawthorne Experiment’s Findings

• Physical environment should be good

• Favorable attitudes of workers and work team towards their work

• Fulfillment of worker’s social and psychological needs

• Workers can be motivated through job security, right to express their opinion on matters related to them other than monetary benefits.


Based on findings it was quoted

• Relation between superior and subordinate should

relate to social and psychological satisfaction of

employee

• Ultimate goal is to make employee productive and it

can be done by attaining satisfaction of employee

Timeline

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERA (1936)

• Human Relations Era:

Happy Worker = Productive Worker

As a Corollary to this

• Behavioural Science Era:

Human Behaviour as a means to achieve efficiency

in performance.

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERA (1936)

It was concerned with social and psychologicalaspects of human behavior. Some of imp elementswere:

• Individual behavior is linked with group behavior

• Informal leadership rather than formal leadership

• Motivation by self control and self development

• Improving efficiency through Self operating

Timeline

System approach to management views the

organization as a unified, purposeful system

composed of interrelated parts.

Features:

• A system is basically a combination of parts,

subsystems. Each part may have various sub-parts.

• An organization is a system of mutually dependent

parts, each of which may include many subsystems

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERASYSTEM APPROACH ERA (1960-1970)

Characteristics:


•Systems have structure: defined by parts and their composition

•Systems have behavior: which involves inputs, processing and outputs of material, energy or information

•Systems have interconnectivity: the various parts of a system have functional as well as structural relationships between each other

•System(s) have by itself function(s) or group of functions .

Advantages:

• It aims at meaningful analysis of organizations and their

management.

• It facilitates the interaction between organization and its

environment.

• It guide manager to avoid analyzing problems in isolation and to

develop an integrated approach.

Disadvantages:

• The approach does not recognize the differences in systems.

• Over-conceptual and abstract

• Systems philosophy does not specify the nature of interactions

and interdependencies.

• Lack of Universality


Timeline

• The Contingency approach is a management theory

that suggests the most appropriate style of

management is dependent on the context of the

situation and that adopting a single, rigid style is

inefficient in the long term.

• Organizations are individually different, face different

situations (contingency variables), and require

different ways of managing.

• Contingency managers typically pay attention to both

the situation and their own styles and make efforts to

ensure both interact efficiently.

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERASYSTEM APPROACH ERA ()CONTINGENCY APPROACH (1964)

FEATURES:

• Management action is contingent on certain action outside the

system or subsystem as the case may be.

• Organizational action should be based on the behaviour of action

outside the system so that organization should be integrated with

the environment.

• Because of the specific organization – environment relationship, no

action can be universal.

• It varies from situation to situation

LIMITATIONS:

• Inadequate literature.

• Complex

• Difficult empirical testing

• Reactive not Proactive.

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERASYSTEM APPROACH ERA ()CONTINGENCY APPROACH (1964)

Timeline

Process management is an approach to management that

views the activities of an organization as a set of

processes undertaken to advance organizational goals. A

manager using this technique attempts to design

organizational processes - activities - that emphasize

quality and performance.

FEATURES:

• Management is the study of what managers do. It

emphasis on management functions and various

concepts and principles involved in performing these

functions.

ANCIENT TIMES (Pre 1750)INDUSTRIAL REVOLUTION (1750-1900)SOCIAL RESPONSIBILITY ERA (1900)SCIENTIFIC MANAGEMENT ERA (1910)TRADE UNIONS ()HUMAN RELATIONS ERABEHAVIOURAL SCIENCE ERASYSTEM APPROACH ERA ()CONTINGENCY APPROACH ()OPERATIONS APPROACH (1980)

• Management functions are universal irrespective of the

type of organizational or level of management in an

organization, though there may be differences on emphasis

on a particular function in a particular organization or at

particular level.

• The conceptual framework of management can be

constructed on the basis of the analysis of management

process and identification of management principles.

• The central core of managing revolves around planning,

organizing, staffing, directing and controlling. This central

core of management is unique and is not found in other

activities.


Criticisms of Operational Approach are as follows:

• The basic tenets of operational management that is various

managerial functions are not universally accepted.

Management functions differ from author to author.

• Various terms used in this approach are not commonly

shared. Example: People substitute leading for directing.

• It claims universality or management principles while

management differs from organization to organization and

from level to level.

• Operational Approach emphasizes static conditions

whereas the organizations have to function in dynamic

conditions.


Timeline

THANK YOU

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