Evolution Of HRM Research Articles

The Evolution of HRM: From Personnel Management to Strategic Partner

The Evolution of HRM: From Personnel Management to Strategic Partner

An Evaluation of Training and Development Policies and Practices In Selected Software Companies in Bangalore

The evolution of HRM can be traced back to ancient civilizations, but its modern form emerged during the Industrial Revolution. HRM has evolved into a multidimensional field that encompasses various functions such as recruitment, training, performance appraisal, employee relations, and career development. In India, HRM is considered one of the oldest and most efficient management styles, playing a vital role in organizations and aiming to maximize human capital's return on investment while minimizing financial risks. Human Resource Development (HRD) focuses on expanding human capital within an organization through training and education. It views employees as valuable assets and aims to develop their performance through various processes. HRD aligns individual growth with organizational goals to maximize human potential and minimize financial risks. The introduction of the IT industry in India has had a significant impact on various sectors of the economy. Liberalization policies in the 1990s attracted domestic and foreign investments, leading to the establishment of multinational companies and the growth of the IT industry. The availability of skilled manpower, English proficiency, cost advantages, and supportive government policies contributed to the industry's success. The IT industry has generated significant employment opportunities and played a transformative role in India's economy, employment rates, and technological advancements. Keywords: Human resource management, employee engagement, Training and development, recruitment, software industry

Training And Development At Aurobindo Pharma Ltd.

Human Resource Management is relatively new concept, emerging during the 1970’s. Many people continue to refer the discipline by its older, more traditional titles, such as Personnel Management or Personnel Administration.
 The trend is changing. The term now-a-days used in industry circles is HRM. Coming to the evolution of HRM,
 Human Resource Management includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals.

Path dependence and the evolution of HRM in China

This study explores Chinese HRM history from the late seventeenth century, focusing on the mechanisms of evolution. We use path dependence theory to divide this process into five historical stages: (1) pre-Opium War (before 1840); (2) early modernization period (1840–1917); (3) inter-war period (1918–1949); (4) centrally planned economy period (1949–1979); (5) reform and opening-up (1979-present). Using detailed historical records, we examined how the evolution of HRM in China was shaped by firms’ path-dependent choices in response to ‘path-breaking’ events, according to institutional endowments. Because of the different institutional contexts in which they emerged, HRM institutions in later stages preserved the characteristics of those in earlier ones. This explains the underlying logic that differentiates HRM in China from HRM in other countries and creates disparities within China.

From local to global HRM: interviews with HR heads in emerging Indian multinationals

Since the opening up of the Indian economy in early 1990s, Indian firms in general have made big strides in increasing their global competitiveness, both at home and abroad. The speed and scale of their internationalisation in the last decade are particularly note-worthy as they increase their foreign direct investment (FDI) in both the developed and developing markets. The availability and management of talent are seen to be one of their key competitive advantages. In this paper, the heads of human resources (HR) in four emerging Indian multinationals, in automotive, information technology (IT) services, bio-pharmaceutical, and conglomerates in multiple business segments, are interviewed on three main themes, namely, the evolution of HRM, the role of HRM in managing global operations/workforce and the future outlook and challenges for HRM. The interviews provide valuable insights into the state of HRM in multinationals from emerging economies and stress the need for both Western and emerging economy multinationals to learn from each other in a multi-polar world.

The end of the 'iron rice-bowl': whither Chinese human resource management?

This study examines the degree to which enterprise reforms in the PRC have affected human resource management practices over the 1990s. A comparison is made between state-owned enterprises and joint venture firms, involving a national sample of sixty-two companies ranging from those in the North to those in the South. Our main findings show how organizational inertia has obstructed the change of the mind-sets associated with the 'iron rice-bowl' that characterized Chinese state-owned enterprises (SOEs) before economic reform. The main conclusions of the research point to ownership, location and size of the firm as the main factors affecting the evolution of HRM in Chinese enterprises.