Evolution of HRM through Various Stages

This report discusses the evolution of HRM through various stages, including the craft system, scientific management, human relations approach, and human resource approach. It highlights the importance of HRM in the context of management and its evolution in recent years.

HRM has evolution through
various stages of Industrial
revolution, scientific
management, Behavioural
science and human relations.

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Evolution of HRM through various stages..................................................................................3
Importance of HRM in context of management and HRM evolution in recent years.................5
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
HRM is the part of the management discipline which accounts for the management of
people. In has mainly used form the 1980s onwards and in the ancient times in the medieval era
the production of the goods was majorly done by the artisans who were skilled, and they
themselves own their tools and equipment and produce articles and sell in the market. This field
has developed over a period of time pertaining to the changes in the pattern. This report presents
about the evolution of the HRM and the relevance if it in the context of management along with
discussing the evolution of it in recent times.
MAIN BODY
Evolution of HRM through various stages
The evolution of HRM can be explained through the 4 broad stages or phases which are
stated below.
Phase 1: Craft system
In the earliest time, training in the craft skills was handled in such a way to manage the
adequate supply of the craft workers. The workers used to work in their own homes with their
family making use of their own tools and equipment. The people were specialized in the shoe-
making, cloth weaving, carpentry and so forth. The expert or master craftsmen used to teach his
specialization to young people who want to create their career as apprentices. By the 13th
century, this training became popular in the Western Europe (Adla, Gallego-Roquelaure and
Calamel, 2019). The craft guilds monitored the methods and quality of production and along
with this has regulated certain conditions of employment pertaining to each of the occupation. In
this phase the master craft worker handles and exercise control over the craft guilds and the
process of recruitment starts with the completion of the training as an apprentice. This system
was considered to be bets suited for the domestic industry where the master craftsmen used to
operate on their premises along with the assistants residents in the same house.
Phase 2: Scientific management
During the initial years of 20th century, the productivity incurred as an important and
serious business issue and this phase looks at expanding the business, readily availability of the
capital, competency and the short term supply of labour. Therefore, the management started
looking for the ways in order to utilize the existing labour more efficiently. Thus, in response to
it the experts initiated to concentrate on the ways in order to improve the performance and

productivity of each individual workers. This phase has resulted into the development of the
scientific management which was first proposed by the F. W. Taylor, Frank Gilbreth and Lillian
Gilbreth. In the Midvale steel company, Taylor made an observation that the employees
intentionally working slowly as against their capabilities. Taylor monitored and studied this and
timed each of the element of the workers job in that company. He proposed what each worker
should produce and has designed the most efficient way in carrying out the different parts of the
task and therefore, implemented the piecework pay system (Froese, 2020). Under this system, it
was stated that the pay of the employees will be increased who meet and exceeds the standard
target set in their respective jobs. Taylor's idea was widely accepted by the US and Western
Europe but in contrast to it Taylorism also met with the strong criticism in regard to the
emergence of the human relations school along with the behavioural approach in respect to
problems of HR management. Pertaining to the principles of scientific management other writers
also put emphasis over the relevance of the structure of the organization for effectively
managing, supervising and controlling.
Phase 3. Human Relations Approach
The experiments conducted by the Elton Mayo named the Hawthorne experiments during
the time of 1930s and 1940s depicted that the productivity of the employees was not only
impacted by the job design but also the way in which the employees are rewarded economically
along with some social and psychological factors. The human relations movement resulted into
the wide scale enforcement of the behavioural techniques within the industry for the very 1st time
which incorporates supervisory training programmes which puts more emphasis on the support
and concern in regard to the workers and along with this works on strengthening the bond among
the labour and management and the counselling programmes in which the employees are
encouraged to discuss with their work and the personal problems. This human relation movement
was also impacted by the increasing capability of the unions during the late 1930s and 1940s.
Phase 4. Human Resource Approach
This is the last phase of the evolution of the HRM which accounts for the human resource
approach which basically refers to the management of the people dimension. During the past 80
years, there are various approaches to the human resource development being introduced and
adopted by the organization (Itani, House and Lane, 2017). The HR approach which is currently
in vogue has redefined the manner in which the people are treated and managed within an

organization. According to this approach, the employees and the workforce working for an entity
are considered and treated as the resources and not just as the factors of production as stated in
the scientific approach or the emotional beings along with the various psychological
requirements as proposed in the human relation approach.
Importance of HRM in context of management and HRM evolution in recent years
The importance of HRM in context of management in recent dynamic competitive
working scenario can be understood to be widely crucial for dynamic scale advancement into
larger scale connective horizons and generate stable advanced competent efficiencies. HRM
enables to bridge the gap between employees performance and company strategic objectives
towards varied scale paradigms towards which there is varied scale innovation evolved in recent
years. HRM enables to attain firm edge over their competition efficacy towards wider effective
performance horizons and generate imperative functional scale connective aspects for stable
advanced business competencies. HRM has been also enhancing its functional working reach
among companies working efficacy by bringing fowrad talent management, empowering
advanced work growth efficacy into work goals as the new avdnaced working scenarios for
stable diverse competitive level. HRM into management generates new scale determining pace
for strategical growth, varied keen networking towards functional domains and also generate
yielding determining pace towards new scale advanced growth (Ragesh, 2020).
HRM plays crucial role in organising training sessions for employees into companies and
bring on leveraging work growth targets actively towards determining pace into scaled advanced
functional positioning. Human Resource professionals provide valuable services to companies
while improving team morale determining pace into extended scope goals productively, and also
plan up resourceful scaled up domains into new advanced work growth targets. HR Professionals
within companies in recent years have been also strategically visionising new diverse scale goals
among leveraging advanced work growth strength, also rise on new diverse efficacy towards new
talent enriching functional parameters at work. HRM has recently also developed scientific
management, behavioural science and human relations within companies by generating new
quest operational innovation into varied scale domains. In recent years there has been also
strategical shift towards new advanced functional working reach and generate competent
programmed synergies for framing ideal competitive performance growth. Employees are being
chosen form global domains based on their skills and commercial smart acumen for innovative

work goal strength, higher advanced new scale quest growth. There are new advanced usage of
technology to recruit employees , reinventing talent acquisition and managing information about
employees along with enhancing hiring procedures which have been giving competent dynamic
shift towards new advanced HR strategies. There are companies where HRM plays wide crucial
role for generating stable competent efficacy role towards new work growth horizons towards
new scale goals to promote talent management yielding synergies.
HRM has been actively generating advanced work growth determinants towards vision
oriented growth and new keen strengths on ideal work functional abilities, by bringing on
brainstorming sessions which enhance connective working horizons. There is also competent
innovation seen within HR practices to generate advanced work growth efficiencies into
business avenues imperatively and generate stable functional strengths for longer retaining surge
in workforce. This also brings forward aspects of keen networking among companies goals
where HR focuses to bring on best commercial growth targets actively towards competitive
functional efficacy goals within workforce (Zardasht, Omed, and Taha, 2020)
The HRM has evolved with time which can be explained with the help of bifurcating it
into 3 stages which depicts the growth of HRM in the recent time and its relevance in an
organization.
Stage 1: Labour Welfare Stage
The beginning of the HRM has been done from the industrial disputes which caused an
inquiry into determining the reasons for emergence of such disputes which resulted into throwing
light on the several problems in association with the living and the working conditions of the
workers and the staff across the industry. This has resulted into highlighting the limitations of the
business entities which considers the human resources as the machines in order to increase the
productivity and profitability at the lower costs (Kim and Cooke, 2018). This has consequently
led to the creation of the trade unions because of hard conditions that the workers worked for
long hours under bad conditions. Therefore, this incident caused the emergence of trade unions
focused on the labour welfare pertaining to protecting and promoting the interest of the workers.
This stage has lead to the increasing the importance of HRM in regard to the looking at the
interest and welfare of the employees.
Stage 2: Personnel Management Stage

After the labour welfare was provided with the legal assurance, the next stage lead to
managing the behaviour of the employees at different levels, groups and on the overall
organizational basis. In this stage, a personnel was recruited for the purpose of managing the
employer and employee relations through the way of handling the issues in association with the
HR planning, recruitment and selection, appraisal, promotion, compliance to the labour laws,
quality of work and so forth (Glaister and et.al., 2018). This is the second stage development in
the HRM as it has moved from the labour welfare to the behavioural management of the
employees which is the crucial part of the business organization in order to establish a good and
positive relationship between the employer and employee which helps in effectively managing
the work task along with increasing the efficiency of the employees.
Stage 3: HRM
This is last stage of the evolution of HRM which can be seen in the recent times within
the organization. It is the mix of the stage 1 and stage 2 which aims at enhancing and improving
the employee performance as per the objectives set by the organization. This stage is the result of
the increase in the organizational size, changing cultural and social norms, access to data and
globalization (Taamneh, Alsaad and Elrehail, 2018). Thus, based on this, it attempts to work on
building the worker employee relations more humanly with the help of appropriate motivation,
training and development sessions, employee health and safety and so forth. Also, under this, HR
managers are required to incorporate knowledge pertaining to the changes which can impact the
organization and implement strategies without disturbing the existing interrelations.
Therefore, it can be clearly stated that in this way HRM has evolved in the recent time
which is added to the importance and relevance of the HRM in an organization. It has become
the key concept in efficiently running and survival of the organization. This has replaced the
personnel management as it depicts the relevance of the human beings working in an
organization.
CONCLUSION
It can be inferred from the above that the evolution of the HRM has gone through the
different stages from the crafts system and human resource approach which has helped in
focussed on the key aspects which the business organization is required to look into in their
organization. The changes in the thinking and the requirements has resulted into evolution of
HRM. Along with this, the importance of HRM is very crucial for business organization for its

growth and survival and establishing a better and improved relations within an organization and
this leads to increase in efficiency and performance of the employees.

REFERENCES
Books and Journals
Adla, L., Gallego-Roquelaure, V. and Calamel, L., 2019. Human resource management and
innovation in SMEs. Personnel Review.
Froese, F. J., 2020. Ready for global success? Strengths and weaknesses of Korean HRM. Asian
Business & Management. pp.1-5.
Glaister, A. J. and et.al., 2018. HRM and performance—The role of talent management as a
transmission mechanism in an emerging market context. Human Resource Management
Journal. 28(1). pp.148-166.
Itani, S., House, H. and Lane, W., 2017. Ideological Evolution of Human Resource Management.
Emerald Publishing Limited.
Kim, D. B. and Cooke, F. L., 2018. The evolution of HRM practices and labor unions. In The
Evolution of Korean Industrial and Employment Relations. Edward Elgar Publishing.
Ragesh, K. C., 2020. Competency Based HRM.
Taamneh, A., Alsaad, A. K. and Elrehail, H., 2018. HRM practices and the multifaceted nature
of organization performance. EuroMed Journal of Business.
Zardasht, P., Omed, S. and Taha, S., 2020. Importance of HRM policies on employee job
satisfaction. Black Sea Journal of Management and Marketing. 1(1). pp.49-57.