The Evolution of Human Resources: From Personnel Management to Strategic HRM

Historical Evolution of Human Resources Management (HRM)

Traditional Model: Personnel Management (1900–1925)

This early model focused primarily on administrative tasks and control.

Characteristics of Personnel Management Tasks

• Tasks often generated dissatisfaction.
• They lacked creativity and independence.
• Interest centered on compensation for work (wages).
• Work was carefully monitored and controlled.
• Tasks were simple, repetitive, and routine.

The Human Relations Model (1925–1935)

This model recognized the importance of human factors in the workplace.

• Management focused on meeting employee needs.
• The approach was individualistic.
• Granted self-regulating areas of participation.
• Fostered self-confidence among workers.
• Emphasized the value of each person.

Early Historical Milestones in Labor Relations

• Colonial Era: Rise of land divisions (parcels) and the first strikes.
• Independence: Workshops begin to appear.
• Revolution: Workshops appear, and factories are established.

HRM Evolution by Decade (1950s–2000s)

• The 1950s: The career of industrial relations arises in this decade.
• The 1960s: Legal methods emerge as an improvement for the defense of the individual.
• The 1970s: For the first time, the term Human Resource Management is used.
• The 1980s: Human Resource Management matures, establishing administrative areas such as training, salaries and wages, hiring and employment, and organizational development.
• The 1990s: In this decade, domestic product growth returns.
• The 2000s: This decade sees the rise of competition in Human Resources Management.

Why the Interest in Change Management Arose?

Characteristics of a Competitive Enterprise

Competitive organizations prioritize:

• Customer proximity
• Action orientation
• Quick and simple structure
• Focusing on core competencies (Do what they do well)
• Autonomy and domestic entrepreneurship
• Directed by values in daily activity
• Productivity driven by people

The 1950s Model: Modern Human Resource Management Philosophy

This philosophy views people as valuable resources, not just costs.

• People want to help achieve the objectives of the organization.
• Increased creativity.
• More responsibility.
• Increased self-control.
• Increased motivation.
• Supervision (shifting from control to support).
• People are seen as resources rather than costs.

Drivers of Current Human Resource Management

Modern HRM practices are influenced by several key factors:

• Technological changes.
• Organization of production and work.
• Economic globalization.
• Increasing competition.
• Key importance of people.
• Impact of organizational structure on the business.

The Foundation of Organizational Change

• Self-criticism
• Acceptance of the need for change

Key Expectations for Modern Employees

What the company expects of us:

• Adaptability and creativity to face obstacles and challenges. Learn to listen and communicate effectively.
• Spirit of collaboration, negotiation, and willingness to work as a team.
• Leadership potential. Contribution to the organization to achieve effectiveness.
• Self-confidence and personal mastery.
• Motivation and responsibility in our personal development.

Requirements for Successful Change Implementation

• Conviction of the need for change
• Intellect (Understanding the change)
• Identity change (Personal alignment)
• Will (Commitment)
• Ability to manage change

Dimensions of Organizational Change

What has changed?

• Personal Hardware (SYSTEMS): The way we face our circumstances, our challenges, and conflicts.
• Creating Habits (ATTITUDES): Developing new behaviors.
• Reinforcing Values and Neutralization of Weaknesses (CULTURE): Shaping the organizational environment.

The Changing Rules of Professional Success

The rules are changing:

• It is not only preparation and experience that matter.
• It is how we deal with ourselves and with others.