Pangilinan, Almira B.

Human Resources Management

Bachelor of Science in Office Administration Prof. Redito

The history of human resources (HR) and management can be traced back to ancient
civilizations, but the formalization of modern HR practices and management principles began
to take shape during the industrial revolution in the 18th and 19th centuries. Here is a brief
overview of the historical development of human resources and management:

1. Pre-Industrial Revolution:
 Before the industrial revolution, work was largely agrarian and craft-based. There was
little need for formalized management structures or HR practices as most work was
carried out within family units or small communities.

2. Industrial Revolution (18th and 19th centuries):

 The industrial revolution brought about significant changes in the workplace.
Factories emerged, and large-scale manufacturing became prevalent. This led to the
need for more systematic approaches to manage labor, time, and resources.

 The factory system introduced the concept of division of labor, with workers
specializing in specific tasks. However, this also brought about challenges related to
worker exploitation, long hours, and poor working conditions.

3. Scientific Management (late 19th to early 20th centuries):

 Frederick Winslow Taylor, often considered the father of scientific management,
introduced principles to improve efficiency and productivity. Taylor emphasized time
and motion studies, standardization of tasks, and the careful selection and training of
workers.

4. Human Relations Movement (early to mid-20th century):

 The Hawthorne studies conducted at Western Electric's Hawthorne Works in the
1920s and 1930s marked a shift in management thinking. Researchers like Elton
Mayo found that social and psychological factors played a significant role in
productivity.
 This movement emphasized the importance of employee satisfaction, motivation, and
the social aspects of work. It marked the beginning of a more human-centric approach
to management.

5. Post-World War II Era:

 The post-World War II period saw the rise of personnel management, focusing on
administrative functions such as hiring, payroll, and benefits. It was primarily
bureaucratic and administrative in nature.
6. Human Resources Management (HRM) Emergence (1960s - 1980s):
 The term "human resources" gained popularity in the 1960s and 1970s, reflecting a
broader perspective on managing people in organizations. HRM emphasized strategic
approaches to managing people, aligning HR practices with organizational goals.

7. Strategic Human Resource Management (1980s - Present):

 In recent decades, HRM has evolved into strategic human resource management
(SHRM). This approach involves aligning HR practices with overall business
strategies, emphasizing the importance of human capital in achieving organizational
objectives.

8. Technology and Globalization Impact:

 The rise of technology and globalization has significantly influenced HR and
management practices. HR systems, data analytics, and remote work arrangements
have become integral parts of modern HR management.

9. Contemporary Challenges:
 Contemporary challenges include diversity and inclusion, talent management,
employee engagement, and adapting to the rapidly changing business environment.

Throughout history, the field of human resources and management has evolved in response to
changing economic, social, and technological landscapes, with a growing emphasis on the
importance of people in organizational success.
Deuna, Czarina Yesha Mae Human Resources Management
Bachelor of Science in Office Administration Prof. Redito

The history of human resource management (HRM) dates back to the late nineteenth century,
when welfare officers (sometimes known as 'welfare secretaries') first appeared. They were
ladies who worked to safeguard women and girls. Their creation was a response to:

• Harsh industrial conditions.

• Pressures resulting from franchise extension.
• Impact of trade unions and the labor movement
• Campaigning for 'industrial development' by enlightened employers, generally Quakers.

20th Century Developments

The First World War hastened the development of human management. Women were
recruited in great numbers to fill the void left by men who went to battle. This necessitated
striking an agreement with trade unions (often after harsh conflicts) about 'dilution'—
accepting untrained women into craftsmen's jobs and shifting staffing numbers.
As the job evolved, there was some friction between the goal of moral protection for women
and children and the requirement for increased output.

During the 1920s, jobs with titles like 'Labour Manager' or 'Employment Manager' were
introduced in the engineering industry and other businesses with huge plants. The function
entailed handling absences, recruitment, dismissals, and bonus inquiries. Employers'
federations, particularly in engineering and shipbuilding, negotiated national pay rates with
unions, although there were local and district differences, leaving plenty of room for
disagreement.

During the 1930s, the economy began to improve. Large firms in these emergent areas
recognized value in enhancing employee perks as a means of recruiting, retaining, and
Motivating staff. However, traditional industries such as textiles, mining, and shipbuilding
were affected by the global slump. These industries did not adopt new procedures because
they saw no reason to do so because they had no trouble finding workers.

The Second World War brought about welfare and full-time employment in all
establishments that produced war goods. The Ministry of Labour and National Service
pushed on it, just as the government did during the prior battle with welfare workers in
munitions companies. The government viewed expert personnel management as part of the
drive for increased efficiency. As a result, the personnel function developed significantly,
with around 5,300 persons employed in 1943.

Reaping the Rewards of HR

In 1945, employment management and welfare work had been combined under the umbrella
phrase 'people management'. The wartime experience demonstrated that employment policy
might influence output and productivity. During the war, the personnel function was
primarily responsible for enforcing the regulations of large-scale, state-controlled
manufacturing. As a result, the image of an emerging profession was largely bureaucratic.

Following the deterioration of industrial relations in the 1960s, a Royal Commission under
Lord Donovan was established. Reporting in 1968, it was scathing of both employers and
unions; personnel managers were chastised for lacking negotiation skills and failing to
establish industrial relations initiatives. Donovan stated that these problems were partly
caused by management's failure to give staff management a high emphasis.

In the 1960s and 1970s, employment began to grow considerably. At the same time,
personnel approaches were created based on social science ideas of motivation and
organizational behaviour. Selection testing became increasingly popular, and management
training expanded. During the 1970s, specialisms began to emerge, with concerns such as
reward and funding being addressed separately.

Around the mid-1980s, the term 'Human Resource Management' arrived from the United
States. The word 'Human Resources' is intriguing; it seemed to imply that humans were assets
or resource-like machines, yet HR also appeared to emphasize employee dedication and
incentive. Consensus HR emphasizes to customers the necessity of getting the most of one of
your most valuable business assets and resources: your employees.
Orit, Krystille Human Resources Management
Bachelor of Science in Office Administration Prof. Redito

The History of Human Resource Management (HRM) begins around the end of the 19th
century, when welfare officers (sometimes called ‘welfare secretaries’) came into being.
They were women and involved with the protection of women and girls. Their creation was a
reaction to the:

• Harshness of industrial conditions

• Pressures arising from the extension of the franchise
• Influence of trade unions and the labour movement
• Campaigning of enlightened employers, often Quakers, for what was called ‘industrial
betterment’

20th century developments

The First World War accelerated change in the development of personnel management.
Women were recruited in large numbers to fill the gaps left by men going to fight. This meant
reaching agreement with trade unions (often after bitter disputes) about ‘dilution’– accepting
unskilled women into craftsmen’s jobs and changing manning levels.
As the role grew there was some tension between the aim of moral protection of women and
children and the need for higher output.

During the 1920s, jobs with the titles of ‘Labour Manager’ or ‘Employment Manager’ were
introduced to the engineering industry and other industries where there were large factories.
The role involved handling absence, recruitment, dismissal and queries over bonuses.
Employers’ federations, particularly in engineering and shipbuilding, negotiated national pay
rates with the unions, but there were local and district variations and there was plenty of
scope for disputes.

During the 1930s, the economy was beginning to pick up. Big corporations in these newer
sectors saw value in improving employee benefits as a way of recruiting, retaining and
motivating employees. But older industries such as textiles, mining and shipbuilding were hit
by the worldwide recession. These sectors did not adopt new techniques, seeing no need to do
so because they had no difficulty in recruiting labour.

The Second World War brought about welfare and personnel work on a full-time basis at all
establishments producing war materials. The 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. The Government saw specialist personnel management as part of the
drive for greater efficiency. As a result, the number of people in the personnel function grew
substantially; there were around 5,300 in 1943.
Reaping the rewards of HR

By 1945, employment management and welfare work had become integrated under the broad
term ‘personnel management’. Experience of the war had shown that output and productivity
could be influenced by employment policies. The role of the personnel function in wartime
had been largely that of implementing the rules demanded by large-scale, state-governed
production. As a result, the image of an emerging profession was very much a bureaucratic
one.

Following the development of poor industrial relations during the 1960s, 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 lacking negotiation skills and
failing to plan industrial relations strategies. At least in part, Donovan suggested, these
deficiencies were a consequence of management’s failure to give personnel management
sufficiently high priority.

In the 1960s and 1970s employment started to develop significantly. At the same time
personnel techniques developed using theories from the social sciences about motivation and
organisational behaviour. Selection testing became more widely used and management
training expanded. During the 1970s, specialisms started to develop with reward and
resourcing, for example, being addressed as separate issues.

Around the mid-80s, the term ‘Human Resource Management’ arrived from the USA. The
term ‘Human Resources’ is an interesting one; it seemed to suggest that employees were an
asset or resource-like machines, but at the same time HR also appeared to emphasise
employee commitment and motivation. At Consensus HR, we always emphasise to clients the
importance of making the most of one of your most important business assets and resources:
your people.
Bael, Joan B. Human Resources Management
Bachelor of Science in Office Administration Prof. Redito

The history of Human Resources (HR) can be traced back to the early 20th century, although
the concept of managing and organizing people in the workplace has been present throughout
human history. Here's an overview of the key milestones in the history of HR:

1. Early Personnel Management: In the late 19th and early 20th centuries, the focus of
managing employees was on tasks such as payroll, employee records, and labor relations. The
personnel department, as it was called then, mainly dealt with administrative functions and
ensuring compliance with labor laws.

2. Scientific Management: In the early 1900s, Frederick Winslow Taylor developed the
concept of scientific management, which emphasized maximizing efficiency and productivity
through scientific analysis of work processes. While not directly related to HR, this approach
influenced the way work was organized and employees were managed.

3. Hawthorne Studies: Conducted in the 1920s and 1930s, the Hawthorne studies examined
the effects of various factors on worker productivity. These studies revealed the importance
of social and psychological factors in the workplace, highlighting the need to consider human
aspects in management.

4. Human Relations Movement: Arising from the findings of the Hawthorne studies, the
Human Relations Movement emerged in the 1930s and emphasized the importance of
employee satisfaction, motivation, and participation in improving productivity. It marked a
shift toward considering the human side of work and the role of interpersonal relationships.

5. Personnel Management: After World War II, personnel management began to evolve into a
more specialized field within organizations. Personnel departments started taking on
responsibilities related to recruitment, training, and employee development.

6. Rise of Human Resources: In the 1960s and 1970s, the field of HR further evolved, and the
term "human resources" began to replace "personnel" to reflect a more strategic and
comprehensive approach to managing employees. This shift signaled the recognition that
employees are valuable assets and strategic contributors to organizational success.
7. Legal and Regulatory Developments: Over the years, labor and employment laws have
played a significant role in shaping HR practices. Legislation such as the Civil Rights Act of
1964, the Occupational Safety and Health Act (OSHA) of 1970, and the Family and Medical
Leave Act (FMLA) of 1993, among others, have influenced HR policies and practices to
ensure fair treatment and compliance with regulations.

8. Strategic HR: In recent decades, HR has become increasingly strategic in nature. HR

professionals are seen as business partners who align HR practices with organizational goals
and contribute to long-term success. This includes talent acquisition and retention, workforce
planning, performance management, employee engagement, and strategic leadership
development.

9. Technological Advancements: With the advent of digital technology, HR has also been
transformed. Human Resource Information Systems (HRIS) and other software solutions
have streamlined HR processes, such as payroll, benefits administration, and employee data
management. Additionally, the use of data analytics has become more prevalent in HR
decision-making and workforce planning.

10. Overall, the history of HR reflects the evolution of management practices, societal
changes, and the recognition of the importance of human capital in organizational success. It
has evolved from an administrative function to a strategic discipline focused on attracting,
developing, and engaging talent to drive organizational performance.
Manuel, Jennylyn L. Human Resources
Management
Bachelor of Science in Office Administration Prof. Redito

The history of human resources (HR) can be traced back to ancient civilizations,
but the formal establishment of modern HR practices began during the
Industrial Revolution. Here's a broad overview of the history of human
resources:

1. Pre-Industrial Revolution: Before the 18th century, labor was primarily an

agrarian and artisanal endeavor. Human resources management, as we
understand it today, did not exist in a formal sense. However, there were
rudimentary forms of workforce management and labor relations within
different societies and cultures.

2. Industrial Revolution: The emergence of factories and mass production

during the 18th and 19th centuries led to the need for better organization and
management of the workforce. Labor laws were implemented to regulate
working conditions, wages, and hours, marking the early stages of what would
become HR management.

3. Scientific Management: In the early 20th century, Frederick Taylor

introduced the concept of scientific management, which focused on improving
efficiency through systematic analysis and optimization of work processes. This
period marked a shift towards more structured and scientific approaches to
managing labor.

4. Human Relations Movement: In the 1920s and 1930s, researchers such as

Elton Mayo conducted studies that emphasized the importance of understanding
the social and psychological needs of workers. This movement contributed to
the recognition of the human element in the workplace and laid the groundwork
for modern HR practices that prioritize employee well-being.

5. Post-World War II Era: Following World War II, the role of HR expanded
significantly. With the growth of large organizations and the need for skilled
labor, HR departments took on more comprehensive responsibilities related to
recruitment, training, compensation, and employee relations.

6. Evolution of HR Functions: In the latter half of the 20th century, HR

departments evolved to encompass a wide range of functions, including
performance management, benefits administration, talent development,
diversity and inclusion initiatives, and strategic workforce planning. HR
professionals began to play a crucial role in shaping organizational culture and
driving employee engagement.

7. Digitization and Globalization: The late 20th and early 21st centuries
witnessed the integration of technology into HR processes, leading to the
automation of many administrative tasks. Furthermore, with the expansion of
global markets, HR professionals have had to adapt to managing a diverse and
geographically dispersed workforce.

Today, the field of human resources continues to evolve, with a focus on data-
driven decision-making, employee empowerment, and creating inclusive and
dynamic work environments. The role of HR has transformed to encompass
strategic business partnership, talent management, and fostering a positive
employee experience. As businesses and work environments continue to
change, HR will adapt to meet the evolving needs of organizations and their
people.