Evolution of HRM in England The early days: welfare officers The history of personnel management begins around the

end of the 19th century, w hen welfare officers (sometimes called 'welfare secretaries') came into being. T heir creation was a reaction to the harshness of industrial conditions, coupled with pressures arising from the extension of the franchise, the influence of tra de unions and the labour movement, and the campaigning of enlightened employers, often Quakers, for what was called 'industrial betterment'. The first welfare workers were women, and were only concerned with the protectio n of women and girls, which was seen as a worthy aim. They would visit sick empl oyees and help to arrange accommodation for women, often including the supervisi on of moral welfare. They were usually employed in the newer industries where wo men were engaged in light machine work, packing, assembly or other routine jobs. In some companies, their duties grew to become concerned with the recruitment a nd training of women as well. There was some ambiguity about their role as it grew; an ambiguity which this fa ctsheet will show, is often present in the personnel role and which has not dimi nished over the years. On the one hand, there was the assertion of a paternalist ic relationship between employers and (female) employees and the aim of moral pr otection of women and children. On the other, there were the economic aims of ac hieving higher output by control of sickness and absence and, by resolving griev ances, of making the organisation of women in trade unions unnecessary. Thus the ir motives were mixed (and of course their costs were met by companies), but at a time when there was virtually no state welfare provision most welfare workers wanted to help improve conditions for working women. In 1900 there were only a d ozen or so welfare workers, but by 1913 their numbers had grown sufficiently for the Welfare Workers Association, a forerunner of todays CIPD, to be formed. See o ur factsheet on the CIPD s history for more information. The growth in personnel management: 1914-39 The First World War accelerated change in the development of personnel managemen t, as it did in many other areas of working life. The number of welfare officers grew to about 1,300, largely because of the Munitions of War Act, 1915, which s ought to control the supply of labour to munitions factories and made welfare se rvices obligatory in them. Men were recruited to oversee boys welfare, and the government encouraged welfare development through the Health of Munitions Worker s Committee. During the war, industrial relations entered the equation. Women were recruited in large numbers to fill the gaps left by men going to fight, which in turn mean t reaching agreement with trade unions (often after bitter disputes) about dilu tion - accepting unskilled women into craftsmen s jobs and changing manning leve ls. For the first time the state had to open up a dialogue with the unions and d evelop forms of joint consultation. During the 1920s, jobs with the titles of labour manager or employment manage r came into being in the engineering industry and other industries where there were large factories, to handle absence, recruitment, dismissal and queries over bonuses and so on. Employers federations, particularly in engineering and ship building, negotiated national pay rates with the unions, but there were local an d district variations and there was plenty of scope for disputes. Officials were employed by the federations to help settle them. Also between the wars, large companies like ICI, Pilkingtons, and Marks and Spen cer developed through growth and mergers and began to form their own specialist personnel departments to unify divergent policies from the centre and manage abs ence and recruitment with the aim of improving output. But such departments were mainly concerned with hourly-paid workers, while industrial relations was frequ ently the responsibility of senior line managers. Moreover, employment managemen t, or personnel management as it was beginning to be called in these firms, was mainly confined to the newer, emergent industries such as plastics, chemicals, a nd multiple retail. During the 1930s, with the economy beginning to pick up, big

corporations in these newer sectors saw value in improving employee benefits for example, holidays with pay and pensions - as a way of recruiting, retaining and motivating employees. But older industries such as textiles, mining and ship building which were hit by the worldwide recession (unemployment nationally thro ugh this period was hardly ever less than 10 per cent, and much higher in the tr aditional manufacturing and mining areas) did not adopt new techniques, seeing n o need to do so because they had no difficulty in recruiting labour. The Second World War: personnel grows further in importance The Second World War brought about welfare and personnel work on a full-time bas is at all establishments producing war materials because an expanded Ministry of Labour and National Service insisted on it, just as the Government had insisted on welfare workers in munitions factories in the previous conflict. With more w omen again being introduced into the workforce, dilution once more on the agen da, substantial re-training necessary and shift working extended, the government saw specialist personnel management as part of the drive for greater efficiency and the number of people in the personnel function grew substantially; there we re around 5,300 in 1943. Industrial relations grew in importance too. Strikes were made illegal. The Mini ster of Labour, Ernest Bevin, had been general secretary of the Transport and Ge neral Workers Union before the war and was able to convince the unions through dialogue with them that the suspension of restrictive practices to enable produc tion targets to be met did not represent surrender. Thus productivity improvemen ts came to be linked with joint consultation or negotiation, which was to become a dominant feature of the post-war years. 1945 - 1979: collective bargaining and industrial relations have primacy By 1945, employment management and welfare work had become integrated under the broad term, personnel management , while experience of the war had shown that o utput and productivity could be influenced by employment policies. The role of n egotiation with unions had grown in importance. But the role of the personnel fu nction in wartime had been largely that of implementing the rules demanded by la rge-scale, state-governed production, and thus the image of an emerging professi on was very much a bureaucratic one. Pre-war, most bargaining between employers and unions had been at national level , conducted on the employers sides by employers associations or federations. T he war had seen the rise of local negotiations in the engineering industry in pa rticular and the 1950s and 60s witnessed an acceleration of this trend, not onl y in engineering. There was an enormous growth in the number and power of shop s tewards, and local-level bargaining gave greater scope for the company-level per sonnel function. At the same time, larger companies wanted to develop their own employment policies which fitted their own plans and corporate strategies, leadi ng to further decentralisation of bargaining. During the 1960s there was a serie s of well-publicised productivity bargains with trade unions to enable both side s of industry to benefit from improvements brought about by new technology. Pers onnel managers were involved in such bargains although so too were line managers , because they were the people who had to make them work. The growth of shop stewards and local bargaining (not always well-managed by uni ons nationally) resulted in a large number of official and unofficial strikes wh ich were damaging to the economy, particularly in the manufacturing industry (an d manufacturing, it should be remembered, played a much larger part in the econo my than it does now, and was extensively unionised). The UK was becoming notorio us for its poor industrial relations, and the number of working days lost throug h strikes in the UK compared unfavourably with better-performing European compet itors, notably West Germany. Strikes were even known as the British disease . A d hoc responses by personnel managers without too much reference to longer term industrial relations or business strategies often only served to set precedents which were later used against them. Thus a Royal Commission under Lord Donovan was set up. Reporting in 1968, it was critical of both employers and unions; personnel managers were criticised for l

acking negotiation skills and failing to plan industrial relations strategies. A t least in part, Donovan suggested, these deficiencies were a consequence of man agement s failure to give personnel management sufficiently high priority, and i t is tempting to see the somewhat higher profile that personnel management achie ved later in the century as something of a response to Donovan s criticisms. (A common saying amongst trade union officials in the 60s and 70s was, Companies g et the industrial relations they deserve , and there was some truth in that obse rvation.) Meanwhile, by the mid-1960s, organisations outside manufacturing - in the public sector and services - were beginning to employ personnel specialists. The numbe rs covered by collective bargaining widened as white-collar staff associations particularly in the public sector - evolved into trade unions. Meanwhile the sc ope of bargaining widened to include not just pay but, for example, pensions, tr aining and safety. The world was opening up too; the growth of multi-national co mpanies and entry into the EEC meant that some personnel managers had an interna tional role in, for example, reconciling varying national compensation systems, and taking account of different systems of employment law. Even in purely UK-bas ed organisations, by the seventies personnel managers had to begin to understand the impact of European law on the UK, something which was to grow in importance as the century advanced. Domestic legislation was increasing too. In the mid-1960s new legislation was in troduced on contracts of employment, training, and redundancy payments, followed in the seventies by laws on equal pay and opportunities, employment protection and attempts to regulate trade union activity. This was also a period of high in flation, and voluntary and statutory attempts - mostly unsuccessful - were made to regulate prices and incomes. Personnel departments were required to understan d these new measures, and to develop policies to implement them; statutory regul ation of pay, for example, helped to lead to greater use of job evaluation. Finally, in this period, personnel techniques developed using theories from the social sciences about motivation and organisational behaviour; selection testing became more widely used, and management training expanded. New management techn iques for improving performance arrived from American academics such as McGregor and Herzberg to be applied by personnel departments. Thus, by the end of the seventies, the main features of personnel management as it appears today were in place, and can be distinguished as: the collective bargaining role - centred around dealing with trade unions, to wh ich might be added the development of strategies for handling industrial relatio ns the implementer of legislation role - implying understanding and implementing a growing amount of legislation the bureaucratic role - implementing a series of rules about behaviour at work, dealing with recruitment, managing absence and so on the social conscience of the business role, or value champion - a residue from the welfare worker function a growing performance improvement role (in some organisations and sectors) - abo ut integrating the personnel function with business needs and taking a more stra tegic view. There is no significance in the order of the above list; the relative importance of the respective features will vary from organisation to organisation, and fro m time to time. 1979 - present: the rise of HRM The 1980s in particular saw substantial changes as a result of legislation, a sh ift in the intellectual climate away from post-war collectivism and towards indi vidualism, and changes in the structure of the economy. In 1979 a Conservative g overnment under Margaret Thatcher was elected with a radical agenda and, with wi de public concern about perceived abuses of union power, a mandate to reduce it. Legislation was introduced to outlaw sympathetic and political strikes, remove the closed shop (under which union membership was compulsory), and generally inc rease the power of individual union members. High unemployment (reaching three m

illion in the early eighties) and structural change in the economy with a move t o services from manufacturing (where union membership was strongest, other than in the public sector), would in any case have meant a decline in union membershi p. But the legislation assisted employers who wanted to reduce the influence of trade unions; personnel departments played their part in this process, most nota bly and symbolically in national newspapers where, after bitter disputes, closed shops were ended and trade unions removed. Around the mid-80s, the term human resource management (HRM) arrived from the USA. To some, HRM was mainly connected with minimising trade union influence and the titles of some personnel departments were changed to symbolise this. To oth ers, though, it implied a more strategic role, with the HR department helping to achieve business objectives and planning (with line managers) how to achieve th ose objectives, and ideally with an HR director on the board of the company. Wit h this, in some cases, came a kind of consultancy role, with the HR department a cting as adviser to line managers. The term human resources was (and is) an in teresting one: it seemed to suggest that employees were an asset or resource-lik e machines (and capable of being replaced or up-graded like machines?), but at t he same time HR also appeared to emphasise employee commitment and motivation. C ertainly it fitted the ideological climate of the times, and in some organisatio ns there was a hard edge to HRM, in part a consequence of its perceived role in reducing union influence. At one point in the early 1990s, the debate on HRM took on almost theological di mensions, with academics discussing what it represented, and usually reaching no definitive conclusions. In recent years this debate has declined and it is prob ably best to regard HRM (and its offshoot HRD, discussed in more detail in the c ompanion factsheet Training: a short history) as merely a part of the developmen t of personnel management, a kind of labelling of the last point in the list abo ve, and not as something separate. However, this is not to underrate its importa nce. In some organisations HRM has encouraged the devolution of certain operatio nal personnel tasks from personnel specialists to line managers; more generally, it has helped to promote the view that personnel has an important role in the d evelopment of the business and of business strategy. Organisation development (OD), another import from the USA although less influen tial than HRM in the UK, also played a part in the development of techniques use d by those in personnel. Another development which became evident from the seventies, and perhaps more ma rked during the nineties, is the rise of specialisms: training was always separa te in many organisations, but in larger organisations other specialisms such as reward, resourcing and diversity now exist within the personnel function. Conclusion Since 1997, with the election of a Labour government more friendly towards trade unions, the picture has changed again. Industrial relations has re-emerged as a n important part of the personnel role, particularly in the heavily unionised pu blic sector. The amount of legislation that personnel departments need to unders tand and implement has increased, at least in part because of the UK s membershi p of the European Union. Alongside this, the personnel function continues to seek a more strategic, busin ess-oriented role. During the nineties, commentators like Ulrich argue that it s hould also act as the social conscience of the business, and in a CIPD survey1 c arried out in 2003 among senior practitioners, one in three respondents perceive d their current role as that of a strategic business partner and more than half wanted to become strategic business partners in the future. More than one in fou r saw themselves as change agents. The survey also reveals that the personnel fu nction sees its responsibility as shifting from the implementation of personnel policies and practices to supporting and providing advice to line managers on a consultancy basis. Geoff Armstrong, retiring director-general of the CIPD, has summed all this up b y saying Effective HR professionals really have to succeed by understanding the b usiness, the market and the customer at least as well as the chief executive or

the marketing director. Its about understanding what the organisation would look like if was really humming, really succeeding. Translating that back into cultur e, working practices, learning motivation, reward, selection those are the strat egic choices that we have to equip our members to make2. As the 21st century advances, there seems no reason to suppose that the various roles and traditions will disappear, although their relative importance will cha nge and evolve depending on the political, legislative and intellectual climate of the time and organisational needs and culture. For the immediate future, the change agent and business partner roles seem likely to grow in importance, altho ugh there will continue to be a part of the function which, if it is not about i mplementing rules and legislation, is about ensuring that line managers are enab led to do so competently. Functions of HRM After the analysis of HRM objectives from the last lesson, it is simple to state the functions of HRM. The functions are performed to realize the objectives of the HRM. Now let us analyze the functions of the HRM to get an greater understan ding. HRM as you know by now involves the embracing the dimension of people. It involv es selection, motivation, and retention of the employees. The functions are a mixture of behavior analysis, policy formulations and mainte nance of good interpersonal relations. In this lesson, we are going to focus on all of these functions: the staffing, personnel management, or (as it s usually called today) human resource (HR) manage-ment function. These include: .. Conducting job analyses (determining the nature of each employee s job) Plann ing labor needs and recruiting job candidates .. Selecting job candidates .. Orienting and training new employees .. Managing Wages and Salaries (how to compensate employees) Providing incentive s and benefits .. Appraising performance and Communicating (interviewing, counselling, discipli ning) .. Training and developing .. Building employee commitment .. Equal opportunity and affirmative action .. Employee health and safety .. Grievances and labor relations Thus if we view it closer we find that human resources management is responsible for the following: 1.Promotion of organisational needs: This is a very crucial function of HRM. The organization needs people human assets. People appreciate day by day with exper ience and are extremely valuable assets in an organization. HRM functions in this regard refer to planning of human resources, recruitment, placement, motivation, training, assessments, appraisals etc., so that there is an effective contribution from them to the organization. 2.Development of employees: What does an employee brings with himself? He does not come alone. He does bring his abilities, attitudes, personality, and behaviour with himself. An individua l aims for development and personal growth in the work sphere. Now what does an organization must do to develop and encourage personal growth? Let us discuss in detail. Firstly, the organization through its HR Department identifies the mechanisms fo r Growth. This mechanism is known as assessment centre and is very popular proce dure. Evaluation of employees is done for manpower purposes and decisions are ma de .A Variety of techniques is used. The behaviour observation leads to assessme nt and identification of strengths and weaknesses. Apart from functions of Potential discovery , Training and Development of person nel Assessment centres also lead to increase in information about organization a nd review of policies. Point To Ponder: Is Development a one-time activity or is it an ongoing process?

3.Relationship maintenance function: HRM functions include maintenance of effect ive interpersonal relations. In this context the functions of legal compliance, maintenance and Industrial relations are done by HRM. 4.Empowerment: What do you understand by the term Empowerment? It is the provisi on of greater freedom and discretion to employees. When employees are given free dom they work effectively as a team and strive for the development and growth of the organization. The function of empowerment leads to the prosperity of the or ganization. Activity: Find out the difference between Delegation and Empowerment 5.HRMs crucial function also includes Good and effective communication of polici es. Communication when streamlined effectively leads to excellent network buildi ng and growth. 6.Equality: Employees need to be treated with fairness and equality. HRM functio n of equal policies and justice make sure that the employees are protected fully . Equality leads to well trained and well-motivated employees. 7.Functions relating to job: What is a job? It is quite simple to define. It is the duty which one is expected to do. An employee works well when the job matche s with his expectations, abilities and talents. Job Satisfaction is vital for al l!!! Usually, by Creating Job enlargement, Job enrichment and Job rotation, jobs are made interesting. .. Job enlargement of HRM leads to increase in the jobs at the same level. .. Job rotation, as you all know, is giving people different jobs and training t hem. In this way people become multi skilled. This is most common in banks. .. Job enrichment leads to enriching the job with more responsibilities. Human n eeds are many. But the most essential need is the need of self-actualization. Th is need motivates him to work higher and achieve high goals inlife. Job enrichme nt is done to create involvement, interest and also satisfy the self-actualizati on motive of the employee. Job enrichment can be done by enriching the job in relation to variety of skills , Significance of tasks, Development of autonomy and access to Interpersonal rel ation. With the changes in the economies and work force the functions of HRM are ever i ncreasing. HRM is coping up with economic reforms, diversified work culture, com petition and societal changes. Its role is becoming important day by day. WHAT ARE THE HRM ACTIVITIES? .. Organizational, work, and job design .. Planning .. Recruitment and selection .. Training and development .. Performance management .. Compensation .. Occupational health and safety .. Employee and labour relations Importance of HRM functions: Why are these concepts and techniques important to all managers? This point will very clear to you if you see this example. As managers none of us would like to make the following: mistake. .. To hire the wrong person for the job .. To experience high turnover .. To find our people not doing their best .. To waste time with countless and useless interviews .. To have our company sued for our discriminatory actions. .. To be quoted under bad example of unsafe practices .. To have some of your employees think their salaries are unfair and inequitabl e relative to others in the organization .. To allow a lack of training to undermine your department s effectiveness .. To commit any unfair labor practices With the help of our knowledge of HRM practices and philosophy we can avoid maki

ng these mistakes. More important, it can help ensure that you get results-throu gh others. Remember!! you could do everything else right as a manager-lay brilli ant plans, draw clear organization charts, set up modern assembly lines, and use sophisticated accounting controls-but still fail as a manager (by hiring the wr ong people or by not motivating subordinates, for instance). On the other hand, many managers-whether presidents, generals, governors, or sup ervisors have been successful even with inadequate plans, organization, or contr ols. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them. Remember managers versus leaders! Thus, the fun ctions of HRM hold an importance for all members of an organisation. Personnel Function Definition of personnel Management: let me narrate below a few standard definiti ons given by experts of personnel management, which will give an idea of what it means. It is that phase of management which deals with the effective control and use of manpower as distinguished from other sources of power. The management of human resources is viewed as a system in which participants se ek to attain both individual and group goals. Its objectives is to understand what has happened and is happening and to be pre pared for what will happen in the area of working relationships between the mana gers and the managed. If an analysis is made of these definitions it will be seen that personnel (or m anpower) management involves procedures and practices through which human resour ces are managed (i.e. organized and directed) towards the attainment of the indi vidual, social and organizational goals. By controlling and effectively using ma npower rescues, management tries to produce goods and services for the society. Prof.Jucius has defined personnel administration as The field of management whic h has to do with planning, organising, directing and controlling various operati ve functions of procuring, developing, maintaining and utilising a labour force, such that the: a) Objectives, for which the company is established are attained economically and effectively; b) objectives of all levels of personnel are serv ed to the highest possible degree; and c) objectives of the community are duly c onsidered and served. Functions of Personnel Management Broadly speaking, experts have generally classified the functions into two major categories, i.e. managerial and operative functions. Others has classified func tions as general and specific functions, and yet others as personnel Administrati on functions and Industrial Relations Functions. Functions have also been classif ied on the basis of the capacities; or on the basis of authority. Personnel functions It is necessary to identify the major personnel systems and their concepts in br ief, for better understanding of the functions required for managing men effecti vely. The operating functions of personnel management are concerned with the activitie s specifically dealing with procuring, developing, compensating and maintaining an efficient workforce. For example, 7 1. The procurement function- obtaining of a proper kind and number of personnel necessary to accomplish an organizations goals 2. The development function- personnel development of employees, training 3. The compensating function- securing adequate and equitable remuneration to pe rsonnel 4. The integration function- an integration of human resources with organisation t hrough job enlargement, jobevaluation, variable compensation plans, disciplinary action programmes. 5. The maintenance function- maintaining the physical conditions of employees (h ealth and safety measures) and employee service programmes What roles do the HR managers perform?

Let us view it in the form of a slide: Role of HRD Manager Personal Role Welfare Role Clerical Role First-Fighting Legal Role A Advisory: Advising mg. On effective use of HR. A Research in Personnel & Organizational Problems. A Time Keeping A Grievance handling B Manpower Planning: Recruitment, selection etc. B Managing services: canteen, transport, medical etc. B Salary & wage admin: incentives etc. B Settlement of dispute C Trg. & Development C Group Dynamics: Group counseling, Motivation, leadership, communications, counse ling etc. C Maintenance of HR records C Discipline Maintenance D Measurement of assessment of individual & group behavior D Collective branding E Performance & Potential appraisal E Workers participations Joint consultation. Now let us discuss the difference between HRD and Personnel. HR Functions versus Personnel Functions You must have come across these two terms Human Resource Management and Personne l Management. Some scholars have used them interchangeably. 8 But if you go back to our lesson 1, you will understand that it is through the e volution in the management philosophy that Personnel Management was transformed into Human resources management. If we view the term themselves you will understand that the difference does not lie in the scope (that evolved through times and events) only, but the basic ori entation has changed. Personnel management which was there before HRM had more o f the Management orientation. (Please relate it to the Keith and Davis model of OB); it viewed employees from the owners perspective whereas; HRM views and trea ts employees as an asset. HRM with time has come a long way in promoting mutuality( we will be dealing tha t too in later part.) HRM is more strategic in nature, more integrated with the rest of the sub systems of the organisation.