HISTORY OF PERSONNEL AND HRM © NB Johnson 2002

Pre-Industrial Agricultural Close working relationships Small business

Industrialization immigration was high employment “problem” labor was viewed as lazy and irresponsible drive system goal was to get as much productivity as humanly possible

Fredrick Taylor & Scientific Management – “one best way” – through scientific investigation we could discover the “one best way” select people to pay people to align management and employee interests establish job standards and incentive pay maximum cooperation between employees and management

Welfare Secretary Functions include: literature classes, question boxes, free medicine, ice water, recreation Distrusted as employer anti- union spies

Human Relations “a happy worker is a productive worker” behavioral science perspective: look to the person not just that the person is a commodity response to dissatisfaction with scientific management molding worker to the job the notion of a happy worker being a productive worker has not been supported

World War I Created need for training of replacements Concern about turnover Army alpha and beta group intelligence tests

1920s 1920s positive personnel policies American Plan Teams & Cooperation

1930s: Industrial Relations National Labor Relations Act Rise of CIO and industrial organizing Union growth

1940s: World War II High labor demand – creation of fringe benefits War Labor Board Wage-Price Controls High strike period followed the war

1960s & 1970s: Legislative Era Civil Rights Act 1964 Other Employment Laws followed: OSHA, Pension Reform, Pregnancy Discrimination Act, Age Discrimination Act, Americans with Disabilities Act Concern shifted to dealing with regulation

Current Business Era: Competitive Globalization Increased Diversity Demand for Educated Workforce Change in the Nature of Work – part-time, temporary Service, Quality

Current Workforce Characteristics Dual Earners Diversity Women Older workers Immigrant Labor Wage Dispersion

Human Resource Perspective – Interests in both the person and productivity – Management & employee interests can be aligned through HR policies and practices

Dimensions of HRM Environment – Internal – External Assessing Work Outcomes Acquiring Human Resources Developing Human Resources Compensating Human Resources Keeping Human Resources