Industrialization and Its Impact
Industrialization is the general process by which economies and societies, where agriculture and handicraft production predominates, transform into economies and societies where manufacturing and related extractive industries are central. This process first occurred in the UK during the industrial revolution and was soon repeated in other Western European societies. Profound changes in the social organization of production and distribution were incurred, especially a rapid increase in the division of labor both between individuals and occupational groups, and also between industrialized and non-industrialized nations. These changes led to a transformation of the techniques and social organization of agriculture as well as extractive and manufacturing industries. This change also introduced a new concept of Industrial Relations (IR), which studies the relationship between employees and employers. Initially, IR referred to shop-floor relations (between management and manual workers). However, over time, IR shifted its focus to employer relations, defining the relationship between white-collar workers and management. This shift resulted from changes in economic activities, economic organization, and the manufacturing process as a whole, broadening the concept.
The Emergence of Human Resource Management
Over the years, human resource management (HRM) has emerged as a new dimension to the practice of personnel management in the corporate world. The wealth and prosperity of a nation depend upon the development and effective utilization of human resources. A country unable to develop the skills and knowledge of its people and employ them effectively will be unable to develop. Human resource management finds its earlier expression in the form of personnel management. It encompasses planning, organizing, and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish individual, organizational, and social objectives. In practice, it has been seen as a somewhat loose conglomeration of discrete activities such as recruitment, training, labor welfare, labor laws, and industrial relations, all working towards individual goals. However, research on need hierarchy, human relations, and participative management by management theoreticians and practitioners has aimed at recognizing human resources as at least as important as financial or material resources, advocating for careful and expert attention. Here, a new technology called HUMAN RESOURCE MANAGEMENT replaced the earlier terminology of PERSONNEL MANAGEMENT.
Functions of HRM
From the above discussion, it becomes clear that HRM particularly has two functions:
1) Utilization function (all functions of personnel management).
2) Development function (consider individuals as the most valuable asset like other physical assets).
HRM in the Indian Context
HRM and its development in the Indian context have roots in the development of management functions in the West as an indigenous tradition, personalities, and practices. The Western impact was felt in this country at two levels: political and managerial. The reality of HRD in India is a complex contribution from the world of academics and among thinkers, which has systemized local traditions into modern management concepts like the model of "nurturant task leadership" developed by J.V.P. Sinha, and the "affection integration model as an effective style of management in Indian conditions" developed by Professor N.K. Singh and the team at the Foundation for Organizational Research (FORE). The traditional HRD approaches in India are older than in Japan. They are nearly a century old in a giant company like TATA Iron and Steel Ltd., the largest private sector company in India, or in a much smaller organization like Malayala Manorama, India’s largest circulating newspaper, and in a number of other companies, particularly in the south.
HRD Values and Systems
HRD values help impart dynamism and vitality to organizations by tapping the initiative and creativity of the workforce through clarity of goals, result orientation, and team spirit. T.V. Rao, a management academician and practitioner, clearly defined HRD in the organizational context as a process by which the employees of an organization are helped in a continuous planned way to:
a) Acquire and sharpen capabilities.
b) Perform various functions associated with their present and expected future roles.
c) Develop these general capabilities as individuals and discover and exploit their own inner potentials for their organizational purposes.
Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaboration among everybody in the organization contribute to the professional well-being, motivation, and pride of the employees. HRD systems include performance appraisal, feedback, creativity, career planning, training, and organizational development. Rewards, employee welfare, and quality of life are also integral. The elements of a whole HRD system comprise various job-based factors as well as employee-centered activities like corporate planning, manpower planning, recruitment, training, performance appraisal, job rotation, job redesign, talent spotting, career development, and succession planning, which are to be cited as intra-development elements.
From India, Baruipur
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Industrialization is the general process by which economies and societies, where agriculture and handicraft production predominates, transform into economies and societies where manufacturing and related extractive industries are central. This process first occurred in the UK during the industrial revolution and was soon repeated in other Western European societies. Profound changes in the social organization of production and distribution were incurred, especially a rapid increase in the division of labor both between individuals and occupational groups, and also between industrialized and non-industrialized nations. These changes led to a transformation of the techniques and social organization of agriculture as well as extractive and manufacturing industries. This change also introduced a new concept of Industrial Relations (IR), which studies the relationship between employees and employers. Initially, IR referred to shop-floor relations (between management and manual workers). However, over time, IR shifted its focus to employer relations, defining the relationship between white-collar workers and management. This shift resulted from changes in economic activities, economic organization, and the manufacturing process as a whole, broadening the concept.
The Emergence of Human Resource Management
Over the years, human resource management (HRM) has emerged as a new dimension to the practice of personnel management in the corporate world. The wealth and prosperity of a nation depend upon the development and effective utilization of human resources. A country unable to develop the skills and knowledge of its people and employ them effectively will be unable to develop. Human resource management finds its earlier expression in the form of personnel management. It encompasses planning, organizing, and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish individual, organizational, and social objectives. In practice, it has been seen as a somewhat loose conglomeration of discrete activities such as recruitment, training, labor welfare, labor laws, and industrial relations, all working towards individual goals. However, research on need hierarchy, human relations, and participative management by management theoreticians and practitioners has aimed at recognizing human resources as at least as important as financial or material resources, advocating for careful and expert attention. Here, a new technology called HUMAN RESOURCE MANAGEMENT replaced the earlier terminology of PERSONNEL MANAGEMENT.
Functions of HRM
From the above discussion, it becomes clear that HRM particularly has two functions:
1) Utilization function (all functions of personnel management).
2) Development function (consider individuals as the most valuable asset like other physical assets).
HRM in the Indian Context
HRM and its development in the Indian context have roots in the development of management functions in the West as an indigenous tradition, personalities, and practices. The Western impact was felt in this country at two levels: political and managerial. The reality of HRD in India is a complex contribution from the world of academics and among thinkers, which has systemized local traditions into modern management concepts like the model of "nurturant task leadership" developed by J.V.P. Sinha, and the "affection integration model as an effective style of management in Indian conditions" developed by Professor N.K. Singh and the team at the Foundation for Organizational Research (FORE). The traditional HRD approaches in India are older than in Japan. They are nearly a century old in a giant company like TATA Iron and Steel Ltd., the largest private sector company in India, or in a much smaller organization like Malayala Manorama, India’s largest circulating newspaper, and in a number of other companies, particularly in the south.
HRD Values and Systems
HRD values help impart dynamism and vitality to organizations by tapping the initiative and creativity of the workforce through clarity of goals, result orientation, and team spirit. T.V. Rao, a management academician and practitioner, clearly defined HRD in the organizational context as a process by which the employees of an organization are helped in a continuous planned way to:
a) Acquire and sharpen capabilities.
b) Perform various functions associated with their present and expected future roles.
c) Develop these general capabilities as individuals and discover and exploit their own inner potentials for their organizational purposes.
Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaboration among everybody in the organization contribute to the professional well-being, motivation, and pride of the employees. HRD systems include performance appraisal, feedback, creativity, career planning, training, and organizational development. Rewards, employee welfare, and quality of life are also integral. The elements of a whole HRD system comprise various job-based factors as well as employee-centered activities like corporate planning, manpower planning, recruitment, training, performance appraisal, job rotation, job redesign, talent spotting, career development, and succession planning, which are to be cited as intra-development elements.
From India, Baruipur
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“The wealth and prosperity of a nation depends upon the development and effective utilization of human resource. A country which is unable to develop skills and knowledge of its people and employ them effectively will be unable to develop.”
Assuming this proposition Government allows people to form organizations. An organization needs man power and why people join hands to form an organization? There are two distinct motivations to join- convergence of interests or survival compulsion. Naturally the first condition is preferable but it happens with exceptional people. Then the remaining choice is the second condition. A human relationship is a give and take condition. An employee renders service and an employer gives pay, perks and comforts, if any. It is a matter of compromise. In a survival compulsion situation the employer may be in greater advantage than the employee. This condition will continue to persist so long there is surplus man power in the market.
The situation is drastically changing around the globe but India will continue to generate surplus man power for quite some time. Kerala is the first state in India whose fertility rate is the lowest now. Soon other states are going to join. At present the BIMARU (Bihar, Madhya Pradesh, Rajasthan and Uttar Pradesh) are the high fertility states. But they too will have come Kerala way.
As surplus man power will decline in the market, interest convergence situation will gradually take over over the survival compulsion situation.
Is HRM alert accordingly?
Regards,
Jogeshwar
From India, Delhi
Acknowledge(0)Amend(0)
174Assuming this proposition Government allows people to form organizations. An organization needs man power and why people join hands to form an organization? There are two distinct motivations to join- convergence of interests or survival compulsion. Naturally the first condition is preferable but it happens with exceptional people. Then the remaining choice is the second condition. A human relationship is a give and take condition. An employee renders service and an employer gives pay, perks and comforts, if any. It is a matter of compromise. In a survival compulsion situation the employer may be in greater advantage than the employee. This condition will continue to persist so long there is surplus man power in the market.
The situation is drastically changing around the globe but India will continue to generate surplus man power for quite some time. Kerala is the first state in India whose fertility rate is the lowest now. Soon other states are going to join. At present the BIMARU (Bihar, Madhya Pradesh, Rajasthan and Uttar Pradesh) are the high fertility states. But they too will have come Kerala way.
As surplus man power will decline in the market, interest convergence situation will gradually take over over the survival compulsion situation.
Is HRM alert accordingly?
Regards,
Jogeshwar
From India, Delhi
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