History of HRM

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History of HRM History of HRM Human resource management is a term used to refer to a group of individuals that are expected to cater for the needs of people working in organizations. Human resource management has its origin from a long time ago. Its evolution and development through time enables it to be a driving force in any organization. There is a need to have a human resource management office in any organization (Holden amp. Beradwell, 2009). This is because it caters for the needs of the employers and workers, and also influences their behaviour at the workplace. Industrial welfare was the first name it went by. Cropping up of trade unions came at this exact time. The welfare of workers was addressed in these trade unions. This prompted the performing functions of human resource. This paper will review some of the factors that enable managers to control, and coordinate their workers.Workforce shifts At some point in time, the only jobs that were available were low-paying. One example includes sweeping. It was common to see people doing odd jobs to survive. However, as time went by, the introduction and advancement of education enabled the rise of many people in the working industry. This advancement led to the creation of job opportunities that created a broader working fraternity. The workforce shifts have ensured this evolution grows. Creation of high-paying jobs continues with the social scene changing almost every day (Joy-Matthews amp. Megginson, 2004). Technology became a part of these workforce shifts. As seen recently, everyone relies on technology to perform the basic functions in an organization. To continue working in these organizations, one must be technology savvy. It is next to impossible to find an organization that does not have a human resource management team (Joy-Matthews amp. Megginson, 2004). After the introduction, development, and evolution of the workers’ welfare associations, employed individuals know of their rights in the working environment. Implications on human resource managersThe workforce shifts enable human resource managers to be more informed about their working environments. The implications created due to these shifts enable them to perform better. This is because they are accountable for the working individuals that enable the organization to grow. They have to be educated on the roles they play towards employers and their employees (Joy-Matthews amp. Megginson, 2004). This improves the relations that exist between members of the organization. The outside environment also changes with a change in worker treatment. It changes for the better since individuals are willing to be more involved in their outside environment as they are inside it. The shifts enable organizations to grow, develop, and attain results. Some of the implications of these shifts mean that managers are getting the right picture of how they should treat individuals in the organization (Billberry, 2005). This means that employers have to be particularly careful in how they deal with their employees.In conclusion, to put human resource management to proper use, organizations must be willing to allow their employees the freedom to express themselves. Allowing employees to be accountable for their actions, an organization might be making a step in the right direction (Billberry, 2005). It can attain greater heights with the implementation of these human resource management offices. As the global community continues to evolve, the business world must evolve with it. This ensures that nobody is left behind in the development process.ReferencesBillsberry, J. (2005). Strategic human resource management: Theory and practice. Oxford: Oxford University Press.Holden, R., amp. Beardwell, J. (2009). Human resource development: Theory and practice. New York: PULP.Joy-Matthews, J., amp. Megginson, D. (2004). Human resource. London: Macmillan Publishers.