MN7181 PEOPLE AND ORGANIZATION - BY EMBRACING HUMAN RESOURCE MANAGEMENT [HRM] CONCEPT IN PLACE OF PERSONNEL MANAGEMENT [PM] WHAT CHANGES OCCURRED IN HUMAN CONSTITUENT IN WORKING ENVIRONMENT
BY EMBRACING HUMAN RESOURCE MANAGEMENT
[HRM] CONCEPT IN PLACE OF PERSONNEL MANAGEMENT [PM] WHAT CHANGES OCCURRED IN
HUMAN CONSTITUENT IN WORKING ENVIRONMENT
Whether personnel management or
human resource management is broadly brought under people management as
Henderson (2017) defines to consider the people as the members of the
organization rather than job holders in the decisions of the organization.
In 1950s the term “human
resource management” was being used by some theorists as another synonym of
“personnel management” without a significant difference in the meaning. But, in
1989 management of people at work became drastically in to a different model whereby
the characteristics of people management in work places were demanded in PM
were totally redefined in HRM by taking a paradigm shift contrasting to
Taylorism and Fordism.
In this gradual transformation the
terminology was used in HRM clearly differed from PM perspective where the way people were
restricted in to department as a functional component was considered to be a
strategic constituent in the organization in contributing to achieve overall organizational
business objective. By studying these terminology it is understandable
that it can be comprehended easily.
The conceptual terms like
“empowerment, team working and commitment” came in to effect by definition in a
crucial manner in the work place; led the organization to enjoy an edge internally
and in turn contributed to achieve a competitive advantage in the market place
in business against competitor, and also to be noted that the shifting of indication
from “control to commitment” respectively from "management style to leadership
style".
The attitudinal change in corporate led to observe “employer-employee relationship, working life and
management of people” is another mile stone in the history giving a different
perspective of embracing HRM as a holistic perspective.
With the decline and losing of
influence of unionism helped to change the view from “collectivism” to
“individualism” by giving more opportunity to “participation” supported by
“communication” and increasing more involvement of the line mangers in HRM
activities (Millward et al, 1992 in MN7181 Module Guide, 2017/2018, p.21).
A breakthrough in the development
of HRM noted by Cully et al (1999) is the HR policies were incorporated with
business plan than ever before.
Along with “core” of employees
and “peripheral” workforce with a flexible organization is a great development
for the people who felt very less in security and enjoyed less attractive terms
and conditions of employment as per some researchers.
First time in the history
application forms, references and interviews came to the function endorsed by
some unique tests like “personality or competency tests” and “performance or
competency tests” despite its effectiveness or productivity was controversial
in the selection process. In addition to these, appraisals were introduced to
measure effectiveness of the delivery of the job on a regular or irregular
manner.
A remarkable transformation in
the HRM view point to look at managers as leaders also started gradually in the
working atmosphere by taking the concepts like “high-performance”,
“high-commitment” and ”high-involvement” of HR managers to get involved in “problem
solving” by developing cross-training (multi skilling) and ‘team working”
skills. Cross training includes training staff to function to undertake multi
tasks other than their key job; termed as “functional flexibility” even in
non-managerial employees.
These new methods had some effects in working place at the
same time it contributed further changes in entire HRM practice.
An addition to the all above the
term “organizational culture” tended to emerge with the fall of unionism along
with pluralistic attitude in viewing both organization and the employees were different
entities to unitarist approach towards working for common interest, objectives
and expectations as we perceive today.
At last but not least to state
that in an ever increasing dynamic market place to sustain without being
outdated by knowledge, information and innovation the concept of “learning
organization” was born to facilitate the entire organization to be an entity to
learn and by its extension learning, development, training, orientation etc….
name to a few; took a dominance in the scope of HRM.
I would say [HR is] moving from
processing paper to making sure individuals feel valued in the organization,”
says Kate Bischoff, SHRM-SCP, an employment attorney at tHRive Law & Consulting LLC, which is based in the Minneapolis-St. Paul area.
The work is “much more personalized than it has ever been before (Susan Milligan, 2017)
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Good topic and the well explained with good references. Good job.
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