session 1 - history of hr

7/29/2019 Session 1 - History of HR

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HISTORY & FUTURE OF

HUMAN RESOURCEMANAGEMENT

Lecturer: Shelly-Ann Daniel. MSc., GRP, WLCP

PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT

THE SCHOOL OF BUSINESS & COMPUTER SCIENCE


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HISTORY OF HR

The 1st personnel department was established in 1901 at theNational Cash Register Company after they faced a majorstrike at the turn of the century but eventually defeated theunion after a lockout .

After this difficult union battle, company President John H.Patterson decided to improve worker relations byorganizing a personnel department to handle grievances,discharges, safety and other employee issues.

The department also kept track of pending legislation andcourt decisions and these first personnel managers providedtraining for supervisors on new laws and practices


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PERSONNEL MANAGEMENT VS

HUMAN RESOURCE MANAGEMENT

Personnel Management Human Resource Management

Response to change Reactive, piecemeal interventionsin response to specific problems

Proactive, system-wideinterventions with emphasis on fitand linkage with strategic planningand cultural change

View of individuals Variable cost Social capital, capable of

development

Perspective Pluralist self-interest dominatesthereby causing conflict betweenstakeholders

Unitary common interestbetween stakeholders can befound

View of power Advantage for bargaining andconfrontation

Equalisation for trust andcollaboration

Information Controlled to enhance efficiencyand power

Open for communication to buildtrust and commitment

Orientation Relationship Goal

Control Top down Participation and informed choice


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WHAT IS HUMAN RESOURCES?

The HR Profession The HR Department

HR Practices

People

Performance Information

Work

HR Professionals

HR Issues

People management talent, human capital, workforce

Organisations teams, organization capacity, culture


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THE NATURE OF HUMAN

RESOURCE MANAGEMENT

Human Resource Management may be defined as astrategic approach to managing employmentrelations which emphasises that leveraging peoplescapabilities is critical to achieving sustainablecompetitive advantage, this being achieved through adistinctive set of integrated employment policies,programmes and practices. (Bratton & Gold, 2003)


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The Nature of the EmploymentRelationship


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HR STRATEGY AND BUSINESS RESULT

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

Career

Management

HR

STRATEGY

Business

Strategy

BusinessResult


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HRM FUNCTIONS

What affects what HRM professionals do?

External context (economic, political andlegal regulations, and social aspects)

Strategy

Organization (size, work and structure, andtechnology)


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MANAGEMENT CHALLENGES

Globalization.

Technology.

Change Management.

Development of Human Capital.

Market responsiveness.

Cost containment.

HR is a key lever in addressing these challenges!


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PROMINENT HR ISSUES IN THE

21ST CENTURY

Widespread corporate restructuring

Increases in contingent work

New work organizations

Growing diversity


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SOFT VS HARD HRM

HARD HRM

a process emphasising the close

integration of human resource policieswith business strategy which regardsemployees as a resource to bemanaged in the same rational way asany other resource being exploited formaximum return (Legge, 1998)

Hence:o Philosophy towards managing

people is rational, quantitative andexplicitly business oriented

o Employees are viewed as humancapital resource of theorganisation to be managedstrategically and rationally

o Emphasises the role, interests andauthority of management

o

Organisations are political systems

SOFT HRM

A process whereby employees are viewed as

valued assets and as a source of competitive

advantage through their commitment,

adaptability and high level of skills and

performance (Legge, 1998)

Hence: Philosophy towards managing people is

based in the human and neo-human schools

of management thought focus on

relationships, attitudes, motivation,

leadership, communication

Employees are viewed as means rather than

objects

Focus on mutuality interests of

management and employees coincide in

shared organisational goals employees

viewed as stakeholders


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DAVE ULRICH MODELMid-1990s Mid-2000s Evolution of Thinking

Employee

champion

Employee advocate

(EA), human capital

(HC) developer

Employees are increasingly critical to the success of

organizations. EA focuses on today's employee; HC

developer focuses on how employees prepare for the future.

Administrative

expert

Functional expert HR practices are central to HR value. Some HR practices are

delivered through administrative efficiency (such as

technology), and others through policies, menus, and

interventions, expanding the"functional expert" role.

Change agent Strategic partner Being a strategic partner has multiple dimensions: business

expert, change agent, knowledge manager, and consultant.

Being a change agent represents only part of the strategic

partner role.

StrategicPartner

Strategic partner As above.

Leader The sum of the first four roles equals leadership, but being

an HR leader also has implications for leading the HR

function, collaborating with other functions, ensuring

corporate governance, and monitoring the HR community.


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HR VALUEPROPOSITION

Knowing externalbusiness realities

(technology, economies,

globalisation,demographics)

Serving external andinternal stakeholders

(customers, investors,

managers andemployees)

Crafting HRpractices (people,

performance,information and

work)

Building HRResources (HRStrategy andorganisation)

Ensuring HRProfessionalism

(HR Roles, competenciesand development)


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THE ROUND 5 HR COMPETENCY MODEL

ORGANIZATIONCAPABILITIES

Talent Mgr/ OrgDesigner

Masters theory, research and practice inboth talent management and

organisation design.

Culture & ChangeSteward

Appreciates, articulates and helps shapea companys culture.

Strategy Architect Has a vision for how the organisationcan win in the marketplace, now andin the future.

SYSTEMS &PROCESSES

OperationalExecutor

Executes operational aspects ofmanaging people and organisation.

Business Ally Know the social context or setting inwhich the business operates and howthe business makes money (value chain)

RELATIONSHIPS Credible Activist HR with an attitude

session 1 - history of hr

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