Reformers were concerned wit hthe working life of individuals before 1900, whereas employees did start unions and announced strike against poor working conditions, but HR as specialised business function emerged at the end of 1900, before that supervisors used to conduct the hiring, firing, training and pay activities. the article introduces its users to the tradition role of Human Resource Management and the Emerging role of HR, Role of HR is seeing a complete transformation that is stimulated by the changing in the both micro and macro environment of the business.
Evolution of Human Resource Management
Reformers were concerned wit hthe working life of individuals before 1900, whereas employees did start unions and announced strike against poor working conditions, but HR as specialised business function emerged at the end of 1900, before that supervisors used to conduct the hiring, firing, training and pay activities. the article introduces its users to the tradition role of Human Resource Management and the Emerging role of HR, Role of HR is seeing a complete transformation that is stimulated by the changing in the both micro and macro environment of the business. Organisational arrangement in specialised business units, increasing complexity of products and services produced, new methods and means of technology, competition for talent, increased customerisation, are a few of the stimulus that are leading to the changing role of HR. following are a few of the organisational characteristics in which HR is witnessing a change.
Focus
Traditionnaly HR focus was only on Administration, Record Keeping to be precise, Making Contracts, Writing Jobs Terms and Conditions, Providing Reference Letters, or Recording Employee Attendance, But with time and changing business world the role has been changed into more strategic in nature. HR now is entrusted wit hthe responsibility of preparing the business to attain competitive advantage, develop policies that helps the business ahciveve its strategic objective. for details on Strategy please visit The Concept of Strategic HR.
Action
HR Action Strategy has evolved over period of time, previously the HR was Reactive in nature, whereas now HR is more proactive, Constant analysis of the micro and macro environment is made, and decisions are taken on how HR processes and activities could be improved, What could be changed, How it could be Changed and When it should be changed before something adverse happens to the business.
Mission
Due to the limited focus and lack of ability to take appropriate action at the right time, HR was never considered a integral part of the business, but now there is a huge debate on providing HR a key role in the Organisational Board office, HR is showing how it can add more value to the business, and this is thus resulting in a more integral and strategic role for HR in the business where human resource are seen as an Asset, an integral part in accomplishing the mission of the organisation.
Production and Service
Traditional HR role was to make sure things are done correctly, it was more about following the standards, just as the case of Production based systems is, there is lack of innovation, risk taking, creativity but evolutionary role of HR is different, it is more services based, where HR is seen in a drivers position, leading innovation, thriving on learning and development, improving organizational culture.
Structure
Traditional HR had more functional setup with vertical lines of authority, making the reporting structure too thick and discouraging communication and information sharing, however the new HR business function is more process based, with generalists having horizontal responsibilities and having corporate team of specialists.
Perception
The change we see in HR could not have been possible if management and businesses would not have changed their perception of the people/employees in their businesses, increasingly CEO/Directors/Chairman and top management are shifting their perception on how they view their staff, traditionally people/staff was viewed as an expense but now ther are seen as an investment, an assest that could help business make profits.
Bibliography:
Beer, M., Spector, B., Lawrence, P. R. et al., (1984). Managing Human Assets, New York: Free Press.
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