1 The Evolution of HRM The employees of an organization are its most valuable asset. As such, it is important to ensure that they are well managed through an effective human resource (HR) department. The concept of human resources in the workplace has undergone a revolution over the decades because of changes in the philosophy and dynamics of the employer-employee relationship. This paper examines the evolution of the human resource department from the 1950s, where it was known as the Personnel Department, to today's Human Resource Management Department.
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2 The early 20th century was marked by constant labor unrest as workers protested against the harsh treatment at their workplaces. It is during this period that the personnel department began to look deeper into employees' needs. From the 1950s, the HR department was referred to as the Personnel Department (Banfield, Kay, & Royles, 2018). It transformed from viewing the employee as a tool of production to viewing them as a person who, besides monetary and other compensation, also needed achievement, recognition, and job satisfaction. In the 1960s and 1970s, managing the organization's human resources was changed to 'human resource management.' In this era, the HR department focused on assessing and improving the employees' Quality of Work Life (QWL). From the 1980s to the present times, the Human Resource Management Department developed a more strategic approach by aligning itself to its strategic plan. This approach enables the HRM Department to view employees as partners in achieving a firm's objectives. These human resource management changes have been necessary to keep up with the needs of the dynamic business environment. According to Welch, the company's success depends on its team, and HR is responsible for driving this team to achieve organizational objectives. He opines that HR is the most critical department (Welch, 2013). Ulrich asserts that as the world continues to change, the HR department has also undergone various transformations (2015). He also opines that the evolution of HR should not be measured by its activities but by its outcomes. The four steps of HR transformation are; Why, What, How, and Who. 'Why' examines the business context, 'What' examines the outcomes, 'How' examines the process of HR transformation, and 'Who' is the people who are responsible for HR transformation. According to Leroux, human resources, like any other asset of an organization, should be managed appropriately (Leroux, 2010).
3 The Human Resources Department's management manner of interacting with and managing employees forms the culture of the organization. It should endeavor to respond promptly and effectively to employee issues.
References Banfield, P., Kay, R., & Royles, D. (2018). Introduction to Human Resource Management. Oxford University Press. Leroux, J. (2010). An Introduction to Human Resources, Janice Leroux. Retrieved 8 March 2021, from https://www.youtube.com/watch?v=L3MTtj5PVAo Ulrich, D. (2015). HR Transformation: Four Steps of HR Transformation. Retrieved 8 March 2021, from https://www.youtube.com/watch?v=xopVlmEkoFo
4 Welch, J. (2013). Jack Welch: The Role of HR. Retrieved 8 March 2021, from https://www.youtube.com/watch?v=rByDmC0SqtM