The four key developments in the evolution of personnel management are: –
1. Collective Bargaining: – The employees are protected by a collective bargaining agreement, the personnel department is usually responsible for negotiating the agreement and exchange their responsibilities, bring pay and benefit provisions into accord with contract provisions training supervisors on how to comply with the contract, and representing the agency in internal complaint resolution or outside negotiation procedures. Because collective bargaining is a partial personnel system, civil service systems continue to provide most of the rules and procedures relating to acquisition and development.
2. Industrial Revolution: – During Industrial revolution, there was a change in economy, people acquires awareness on modernization. It determines a new way for industrial setup, where it concentrates on employee wages and welfare. In early stages, employees working in factories were treated bad condition with minimum wages or without wages in poor working condition. Then government prospect the employees and labors in factories by introducing industrial revolution. It results in evolution of Human Resource department where factory owners agreed and the concern person looks into employee welfare and wages. Human Resource Management, in other words organization’s manpower or workforce management or personnel management.
3. Scientific Management: – Scientific Management movement start with optimizing and simplifying the jobs, productivity would increase. Scientific management started by Frederick Winslow Taylor and he also advanced the idea that workers and managers needed to cooperate with one another. In the past there were no standardization and a workers main motivation was often continued employed, so there was no incentive to work as quickly or as efficiently as possible.
4. Human Relations Management: – The human relations movement in organizational behaviour focuses instead on the person as an individual and analyses what motivates and cultivates their achievement in a work setting. Interpersonal relationships help to increase the more productivity on the job, due to change in working conditions. This movement is very important for an organisation is a social system and decision making based on the behavioural sciences.
The scientific management era discuss in human resources management.
• Scientific management help the workers to match their jobs based on capability and motivation and train them to work at maximum efficiency with making relationship to sustainable the business development for future growth.
• In scientific management will help by monitor worker performance and provide instructions and supervision to ensure that they are using the most efficient ways of working together in the organisation.
• Human resource management provide worker time planning and training, allowing the workers to perform their tasks efficiently in scientific management.
Describing the Human Resources Management in Scientific Management era
Learning and talent management: – Human resources help worker to provide the training sessions would be given over to learning the technical aspects and skills of human resources management. This role will help the worker to know about the company culture, responsibility and producers.
• Improve Working Condition: – By observing the workers to perform better should include rest breaks so that the worker has time to recover. Due to that the work and productivity increased as a result.
• Payment and Reward of employees: – In scientific management assumed that worker were motivated by money so Taylor introduced payment on a piecework basis, as an incentive which would increase productivity.
• Motivating workers to achieve improved performance: – The theory of scientific management to enjoy their work with close supervision and control. Therefore managers should break down production into a series of small tasks. As a result workers are encouraged to work hard and maximise their productivity.
• Employee wellbeing: the HR has to developing techniques to take after their employees and guarantee it will be done. Because employees health and happy are more productive.
The movement from the personnel management to a more strategic human resource management are: –
• In this strategic management, if new techniques of people management have been advanced within HRM. It is regularly the scope and manner of their use, and the determined behind their employment, that differs in the two approaches. Example: – In the company we were used to do individual person and other highly paid appointments, but now many company adopting the HRM now routinely apply such workers to all appointments, not considering the individual PM. Nowadays the ideas have changed and the most important skill is able to work in team as the companies realized that a strong common culture fit better in most of the organizations.
• Strategic nature: – In Auckland Council they used to dealing with a PM day-to-day issues, but nowadays they are using HRM by dealing with day-to-day issues, but proactive in nature and integrated. Ex: Auckland council used to have individual strategy to change the Auckland transport as per considering the HRM. They are working together with local community people and employee asks them how to deal with day-to-day issues.
• Job design: – Auckland Council use to be a typical taylorism company considering individual person for the particular job to be done, but now they are considering typically team based opportunity to work together and making a team decision.
• Remuneration: – Normally Auckland council used to have collective base rates which they are considered by position and the rewards were based on taylorist system. In the other words, everything was based on individual goals. Due to HRM now they are considering market base rates to perform individually, team performance and rewards to be contributed.
• Recruitment: – Auckland council has the same recruitment process for all the employees which they listed on their website. Example: the process starts with registration application on their website by shortlist the application by reviewing the CV, cover letter and application questions after that HRM invite the selected candidates for an interview, after that pre-employment checks as consider to NZ standard(immigrations check, medical check, credit check, drug and alcohol test and qualification check).3
• Training and development: – As per previous training and development process consider to limited and usually restricted to training non-managerial employees. They were providing management development to top executives’ manager and fast track candidates. But in Auckland Council provide training for all core employees and includes non-management. The training method design and develop training sessions, courses and materials using varying tools that will best deliver to the needs of the business and/or the project timelines. They do regular review external learning and development options to match business needs.
Auckland council follow the Soft HR model to approach their work force.
In Auckland council organization following the soft HR model to focus on their long term work force planning strategy. They always consider strong and regular two-way communication (Auckland council always communicate between top manager and employees).
As per competition in the global market Auckland council always consider development program to sustainable for future growth with employees performance by giving them rewards( profit share, bonus, incentives).
All the employees in Auckland Council are able to solve their problems by taking ownership. Due to that all the employees are empowered and encouraged to seek delegation and take responsibility towards work.
Appraisal system focused on identifying to all the employees to do work on their timeframe and addressing training to their employees by developing their needs.
Auckland council bring decision to life by considering two factors
• Auckland Council employees support the government body and local members by providing specialist advice about change the Auckland public transport for future sustainable environment, implementing decisions by and delivering services to effective working relationship between the governing body and the local boards.
• Council-controlled organisations (CCOs) look after some significant services and activities on behalf of Auckland Council. CCOs are independent organisations, but are accountable to the council through targets and performance ratings, which looking after specific council assets, services or infrastructure. The overall direction for CCOs is set in line with the Auckland Plan, the council’s long-term plan, including the CCO Accountability policy, which sets how the council will hold its CCOs accountable for meeting its objectives and priorities for them.
Describing Unitary, Pluralism and Marxist perspective and which framework adequately captures the approach to HR in Auckland Council
1. Unitary Approach:
Unitary approach suggest the relations in working place are based in common objectives for all of the members as employees and employer. Indeed the working relation is settled in integrated and cordial whole.
In addition, the management style adopted is authoritarian, and the managers supervise and take decisions without cooperation of their employees.
Last but not least, conflict at work place symbolize poor management and results from misunderstanding. to solve this specific problems the solution is realocated the employees to other sections.
2. Pluralistic Approach:
The work place in this approach is a small part of society where reflect the social groups, values, interests and conflicts. Its considered the motivation of employees is based on high wages, incentive packages and elevated leisure. In fact, pluralism approach comes from Unitary approach with different ideas. Opposite to Unitary approach the conflict is unavoidable in modern organizations. As a result of that it is important acknowledges about relations strategies. That manner to solve the problems ending up being convenient because they employees are participants in decision makers to solve different problems, including their working lives.
3. Marxist Approach:
The Industrial relations according to Marxists are related between capital and labour. In fact that relations is based in one who has sources and the other side who doesn’t have. Its important considering this relations as exploitative once the employers has the power. In accordance with pluralist the Marxist approach also believe the conflicts is unavoidable, but in this case suggest it's not a organizational problem. Although is intrinsic capitalism and economical social system. For this reason the trade unions became popular to support and protect the employees. For the Marxist approach the trade unions is incompetent due to they cannot change the system current.
From the standpoint of HR in Marxist it's a challenge because the proposal of the companies is increase their profits without take after the employees.
To begin with the pluralism approach fits better with Auckland council.
According to Auckland council they work to make the Auckland city better to live and take after their employees. As long as the organization support their employees in the same direction the employees will support the organization. The Auckland council understand that as advantage.
That's why they have a great benefits for their employees. For example: community days, zoo pass, wellbeing programme, flu vaccination, learning and development, counseling service, financial advice, staff discount (25% gym, swimming pool, dentist, insurance,etc)
Considering pluralism approach the employees improve their performances by high wages and leisure and auckland council believes that.
Auckland council also has a program to introduce students who doesn't have much experience to launch their careers. There are 3 programs: graduates, interns and cadets. All of it offer support for the employees as team of people to support, buddy, mentor, team leader. Auckland council has considered their employees opinions and let them decide in meantime providing necessary support.