THIOBEEMS BAFOUSSAM

Course Title: Initiation to HRM........(HRM L100)

BY MR. ELEME ELISHA

Year: 2022/2023

Content
Chapter 1: Introduction to HRM

Chapter 2:Evolution of HRM: First era, middle ages, industrial revolution, after WWII

Chapter 3: The Secretary of employee well-being during the Middle Ages

Chapter 4:The management of staff and the industrial revolution

Chapter 5: First areas of HRM

Chapter 6:: HRM policies

Chapter 1: Introduction to HRM

1.1.Defining Human Resource Management (HRM)

According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and
coherent approach to the management of an organization’s most valued assets – the people working
there who individually and collectively contribute to the achievement of its objectives. From this
definition, we can deduce that HRM or simply HR is a function in organizations designed to maximize
employee performance in service of their employer’s strategic objectives (Johanson, 2009). HR is
primarily concerned with how people are managed within organizations, focusing on policies and
systems (Collings & Wood, 2009). HR departments and units in organizations are typically responsible for
a number of activities, including employee recruitment, training and development, performance
appraisal, and rewarding (e.g., managing pay and benefit systems) (Paauwe & Boon, 2009). HR is also
concerned with industrial relations, that is, the balancing of organizational practices with regulations
arising from collective bargaining and governmental laws (Klerck, 2009)

1.2.Scope of Human Resource Management

Human Resource Management is not just limited to manage and optimally exploit human intellect. It
also focuses on managing physical and emotional capital of employees. Considering the intricacies
involved, the scope of HRM is widening with every passing day.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it concisely.
However, we may classify the same under following heads(3):

HRM in Personnel Management: This is typically direct manpower management that involves
manpower planning, hiring (recruitment and selection), training and development, induction and
orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity. The
overall objective here is to ascertain individual growth, development and effectiveness which indirectly
contribute to organizational development.

It also includes performance appraisal, developing new skills, disbursement of wages, incentives,
allowances, traveling policies and procedures and other related courses of actions.

HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and amenities
at workplace. This includes a wide array of responsibilities and services such as safety services, health
services, welfare funds, social security and medical services. It also covers appointment of safety officers,
making the environment worth working, eliminating workplace hazards, support by top management,
job safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care,
sickness benefits, employment injury benefits, personal injury benefits, maternity benefits,
unemployment benefits and family benefits.

It also relates to supervision, employee counseling, establishing harmonious relationships with

employees, education and training. Employee welfare is about determining employees’ real needs and
fulfilling them with active participation of both management and employees. In addition to this, it also
takes care of canteen facilities, creches, rest and lunch rooms, housing, transport, medical assistance,
education, health and safety, recreation facilities, etc.

HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labor or
employee unions, addressing their grievances and settling the disputes effectively in order to maintain
peace and harmony in the organization.

It is the art and science of understanding the employment (union-management) relations, joint
consultation, disciplinary procedures, solving problems with mutual efforts, understanding human
behavior and maintaining work relations, collective bargaining and settlement of disputes.

The main aim is to safeguarding the interest of employees by securing the highest level of understanding
to the extent that does not leave a negative impact on organization. It is about establishing, growing and
promoting industrial democracy to safeguard the interests of both employees and management.

1.3.What is Human Resource Planning?

Human Resource Planning (HRP) is the process of forecasting the future human resource requirements
of the organization and determining as to how the existing human resource capacity of the organization
can be utilized to fulfill these requirements. It, thus, focuses on the basic economic concept of demand
and supply in context to the human resource capacity of the organization.

HR Planning, thus, help the organization in many ways as follows:

-HR managers are in a stage of anticipating the workforce requirements rather than getting surprised by
the change of events

-Prevent the business from falling into the trap of shifting workforce market, a common concern among
all industries and sectors

-Work proactively as the expansion in the workforce market is not always in conjunction with the
workforce requirement of the organization in terms of professional experience, talent needs, skills, etc.

-Organizations in growth phase may face the challenge of meeting the need for critical set of skills,
competencies and talent to meet their strategic objectives so they can stand well-prepared to meet the
HR needs

-Considering the organizational goals, HR Planning allows the identification, selection and development
of required talent or competency within the organization.

An HR Planning process simply involves the following four broad steps:

Current HR Supply: Assessment of the current human resource availability in the organization is the
foremost step in HR Planning.

It includes a comprehensive study of the human resource strength of the organization in terms of
numbers, skills, talents, competencies, qualifications, experience, age, tenures, performance ratings,
designations, grades, compensations, benefits, etc.

Future HR Demand: Analysis of the future workforce requirements of the business is the second step in
HR Planning.

All the known HR variables like attrition, lay-offs, foreseeable vacancies, retirements, promotions, pre-set
transfers, etc. are taken into consideration while determining future HR demand. Further, certain
unknown workforce variables like competitive factors, resignations, abrupt transfers or dismissals are
also included in the scope of analysis.

Demand Forecast: Next step is to match the current supply with the future demand of HR, and create a
demand forecast. Here, it is also essential to understand the business strategy and objectives in the long
run so that the workforce demand forecast is such that it is aligned to the organizational goals.

HR Sourcing Strategy and Implementation: After reviewing the gaps in the HR supply and demand, the
HR Consulting Firm develops plans to meet these gaps as per the demand forecast created by them.

This may include conducting communication programs with employees, relocation, talent acquisition,
recruitment and outsourcing, talent management, training and coaching, and revision of policies. The
plans are, then, implemented taking into confidence the mangers so as to make the process of execution
smooth and efficient.

1.3.1.Objectives of human resource management

The objectives of HRM can be broken down into four broad categories:

Societal objectives: Measures put into place that responds to the ethical and social needs or challenges
of the company and its employees. This includes legal issues such as equal opportunity and equal pay for
equal work.

Organizational objectives: Actions taken that help to ensure the efficiency of the organization. This
includes providing training, hiring the right number of employees for a given task or maintaining high
employee retention rates.

Functional objectives: Guidelines used to keep HR functioning properly within the organization as a
whole. This includes making sure that all of HR's resources are being allocated to their full potential.

Personal objectives: Resources used to support the personal goals of each employee. This includes
offering the opportunity for education or career development as well as maintaining employee
satisfaction.

1.3.2. organizational objectives of HRM;

Help the organization achieve its goals by providing and maintaining productive employees.
Efficiently make use of the skills and abilities of each employee.

Make sure employees have or receive the proper training.

Build and maintain a positive employee experience with high satisfaction and quality of life, so that
employees can contribute their best efforts to their work.

Effectively communicate relevant company policies, procedures, rules and regulations to employees.

Maintaining ethical, legal and socially responsible policies and behaviors in the workplace.

Effectively manage change to external factors that may affect employees within the organization.

1.4.HRM challenges

These HR challenges might be environmental challenges, organizational challenges and individual

challenges, etc

Environmental Challenges

The environmental challenges are related to the external forces that exist in the outside environment of
an organization and can influence the performance of the management the organization. These external
forces are almost out of control of the management of the organization.

Following are the list of human resource management challenges that are considered environmental
challenges.

Rapid Change, Workforce Diversity, Globalization, Legislation, Technology, Job and Family Roles & Lack of
Skills.

-Rapid Change

The world is changing at a faster rate because change is constant for several centuries. So the
management of the organizations should be quickly adaptive to the changing requirement of the
environment otherwise they become obsolete from the market

-Globalization

One of the serious issues that today’s organizations are facing is the issue of globalization. The world is
converting into a global business and severe competition is started between domestic and foreign
companies. Such competition results in laying off the effective workforce of the organization. The HR
department can play an important role in keeping the culture of the organization as global and wide

-Legislation

It is the old environmental challenge that is faced by the organization for many decades. There are
certain labor laws that are declared by the government for the benefits of the working employees. Some
of these laws are disadvantageous to the interests of the organizations so it is one of the big challenges
for the HRM to implement all those labor laws within the organizations. If any such law is violated,
serious actions are taken by the relevant government authority that may result in serious penalties for
the management of the organization.

-Technology

Technology is also growing at great speed especially in the field of computer and telecommunication.
New methods are emerging that quickly dominate the older ones and make them obsolete. Therefore
the skills required by the employees also change with the changing technology and this would compel
the worker to advance the skills three to four times throughout their working lives. So there comes a
burden on the HR department to constantly update the skills and expertise of its employees

-Job and Family Roles

In recent years, dual-career families are increasing in which both the wife and husband work. This
creates a serious burden on the women that they have to give time to their families also. In many
organizations, the policies of HR favors the employment of more than 10 years. The working hours of the
organizations are also strict and tight for the employees

-Lack of Skills

The service sector development is expanding due to many reasons like change in the tastes and
preferences of customers, technological change, legal change, etc. All of this affected the structure and
managing style of business organizations.

Organizational Challenges

The organizational challenges for HRM are related to the factors that are located inside the organization.
Although these challenges are evolved as a byproduct of the environmental challenges these can be
controlled by the management of the organization to much extent.The competitive position of the
organization can be influenced by the policies of HR in the following ways.

Controlling Costs, Improving Quality, Developing Distinctive Capabilities & Restructuring

-Controlling Costs

An organization can avail of the competitive position by lowering its cost and strengthening its cash
flows. For this purpose, the labor cost of the organization is minimized through an effective
compensation system that adopts innovative reward strategies for good performances. In this way, the
favorable behaviors of the employees are rewarded so the organization would get the ultimate
advantage.

-Improving Quality

Quality improvement can lead an organization towards a competitive advantage. The total quality
management programs are employed that improve all the processes within the organization which
would ultimately result in the improvement of the final product or service.

-Developing Distinctive Capabilities

Another method of gaining a competitive advantage is to employ the people that have distinct
capabilities to develop extraordinary competence in specific areas.

-Restructuring

Another technique is the restructuring of the organization in which the methods of performing different
functions are altered positively. In the case of the HR department, the majority of functions are still
performed within the organization. In some organizations, the major functions of the HR department are
now transferred to the other parties in the shape of outsourcing, shared service centers. The HR
department is now involved in mission-oriented and strategic activities.

Individual Challenges

The decisions related to the specific individual employees are included in the individual challenges for
the HRM. The organizational issues are also affected by the fact that how employees are treated within
the organizations. The problems related to the individual level are as follows.

Productivity, Empowerment, Brain drain, Ethics and social responsibility

Job insecurity, Matching people and organization

-Productivity

Productivity is defined as the measure of the value that an employee can add to the final product or
service of the organization. The increased output per employee is reflected as increased productivity.
Ability and motivation are two important factors that affect employee productivity. The ability of the
employee can be improved by the hiring and replacement along with the proper training and career
development. On the other hand, high quality of work-life serves as an accelerator to the motivational
factor of the employees.

-Empowerment

In modern days, many organizations make changes in such a way that their individual employees exert
more control over their work as compared to their superiors. This individual control of employees is
called empowerment which helps the employees to work with enthusiasm, commitment and learn new
skills because they are more normal decisions about their work by themselves and hence enjoy their
work.

-Brain Drain

One of the challenges for HRM is the detachment of the key potential employees from the organization
which links with the competitors for higher remunerations etc. In such cases, the organization loses its
intellectual property and in many situations the leaving employees at the higher levels also take with
them the potential lower-level employees. This brain drainage is becoming a serious issue in high-Tech
companies.

-Ethics and Social Responsibility

Under this challenge, the organizations make an effort to benefit some portion of society. This is now
considered to be the social responsibility of the organization to show favorable behavior towards society.
Ethics serves as the basic principle for the social behavior of the organizations.

-Job Insecurity

In recent years, restructuring and downsizing develops a sense of insecurity of jobs within the employees
of the organizations. How many employees only desire to get a steady job rather than a job with a
promotional future

-Matching People and Organizations

It has been proved from the research that the HR department contributes to the profitability of the
organization when it makes such policies of employee selection in which those employees are selected
and retained that best suits the culture of the organization and its objectives.

1.4.1 Some of the key qualities of a human resource manager are given below:

Knowledge and Expertise In HR. ...

Engaging Presentation Skills. ...

The Ability to Multitask. ...

Be Able to Deal With “Gray.” ...

Strong Sense of Ethics. ...

Strong Communication Skills. ...

Leadership Abilities. ...

Ability to Motivate Others

1.4.2 Differences between HRM and personnel management

The main difference between Personnel management and human resource management is the scope in
their respective fields. The personnel management has only limited scope, and the human resource
management has a wider range of scope. In personnel management, the employees are considered as a
tool. The human resources management considers their employees as the asset. Personal management
has an inverted approach, and human resource management increases the motility of goals and terms
What are the 5 HRM functions?

Depending on the organization, its industry and size, there may be five, six, seven or more separate
human resources functions. For our purposes, we'll look at the five core areas: recruiting and staffing,
compensation and benefits, training and development, talent management, safety and compliance.

Chapter 2:Evolution of HRM: First era, middle ages, industrial revolution, after WWII

First era: in the phone

From industrial revolution era to the present era, various stages to development of management of
human resource practices may be classified as follows:

1. Industrial revolution era— 19th century

2. Trade union movement era — close to the 19th century

3. Social responsibility era — beginning of the 20th century

Before WW1

4. Scientific management era— 1900-1920s

5. Human relations era— 1930s-1950s

After WW2

6. Behavioural science era— 1950s-1960s

7. Systems and contingency approach era – 1960 onwards

8. Human resource management era — 1980 onwards

1. Industrial Revolution Era:

The systematic development of HRM started with industrial revolution that started during 1850s in
Western Europe and USA. The industrial revolution consisted, essentially, the development of
machinery, the use of mechanical energy in production processes, and consequently the emergence of
the concept of factory with large number of workforce working together.

The factory system replaced the old cottage system (the cottage industry refers to a period of time in
which goods for sale were produced on a very small scale, usually in a home. In this system, people
produced goods, such as wool, in their homes or on their own farms and then sold it to local
communities since long distance transportation was uncommon). Industrial revolution brought out a
number of changes like centralized work locations with large number of workers working together,
mechanized production process, migration of workers from their place of origin, and indirect contact
betweenfactory owners and workers

In order to manage people in the factory system of industrial revolution, three systems of HRM were
developed- recruitment of workers, training for workers, and control of workers. However, the basic
philosophy of managing workers revolved around master-servant relationship. However, this approach
failed to benefit the employees, as the government failed to protect the interest of employees.

2. Trade Union Movement Era:

Shortly after the emergence of factory system, workers started to organize themselves based on their
common interests to form workers’ associations which were subsequently known as trade unions. The
basic objectives of these associations were to safeguard interest of their members and to sort out
their problems which arose primarily because of employment of child labour, long hours of work, and
poor working conditions.

Later, other aspects of work such as economic problems and wages, employee benefits and services,
etc. also became issues. These trade unions started such weapons as strikes, slowdowns, walkouts,
boycotts, etc., for the acceptance of their demands.

These activities of the trade unions forced owners and managers to adopt employee grievance handling
systems (Grievance handling is the management of employee dissatisfaction or complaints (e.g.
favouritism, workplace harassment, or wage cuts), arbitration as a means of resolving conflicts between
owners/managers and workers, disciplinary practice, expansion of employee benefit programmes,
holiday and vacation time, clear definition of job duties, job rights through seniority, and installation of
rational and defensible wage structures.

3. Social Responsibility Era:

In the first decade of 20th century, some factory owners started adopting a more humanistic and
paternalistic approach towards workers. Paternalistic approach to labour management is based on the
philosophy that labour is just like a child and owner is just like a father and the owner should take care
of his labour just like a father takes care of his children.

Those industrialists who adopted paternalistic approach offered a number of concessions and facilities
to labour force like reduced number of work hours, improved facilities at workplace, model villages to
workers, etc. All these practices led to the development of social welfare aspect of labour
management.

Many critics to paternalistic approach viewed that this approach was adopted to overcome the problems
posed by labour union movement as plenty of trade unions emerged which frequently interrupted
work performance. Employers observed that workers were going out of their control and to overcome
this problem, they implemented welfare scheme. Thus, this was a compulsion rather than a philosophy.

4. Scientific Management Era:

Around the beginning of 20th century, Taylor started to find out ‘one best way of doing thing’ based on
time and motion studies. On the basis of his experiments, he was able to increase workers’ productivity
considerably and wrote many papers based on these experiments and a book on scientific management

The main principles of scientific management are:

(i) Replacing rule of thumb with science (application of methods decided by the manager based on his
past experience or decisions taken by the manager based on personal judgements), (ii) harmony, not
conflict, (iii) cooperation, not individualism, and (iv) development of each and every person. Scientific
management techniques relevant to management of workers are- functional foremanship,
standardization and simplification of work, and differential piece wage system.

5. Human Relations Era:

Around 1920s, management researchers gave a close look at the human factor at work as the variables
that affected people’s behaviour. Before that, Hugo Munsterberg wrote a book on ‘Psychology and
Industrial Efficiency’ which suggested the use of psychology in the field of personnel testing,
interviewing, attitude measurement, learning, etc. This brief period was termed as ‘Industrial
Psychology Era’. In 1924, a group of professors began an enquiry into the human aspects of work and
working conditions at Hawthorne plant of Western Electric Company, Chicago of workers depended on-
(i) social factors at the workplace, (ii) group formation and group influence, (iii) nature of leadership
and supervision, and (iv) communication.

They concluded that in order to have better productivity, management should take care of human
relations besides the physical conditions at the workplace. Consequently, the concepts of social system,
informal organization, group influence, and non-logical behaviour entered the field of management of
personnel.

6. Behavioural Science Era:

In contrast to human relations which assume that happy workers are productive workers, the
behavioural scientists have been goal and efficiency- oriented and consider understanding of human
behaviour to be the major means to that end. They have tried several sophisticated research methods
to understand the nature of work and the people in the work environment.

The contribution of behavioural scientists to management practices consists primarily of producing new
insights rather than new techniques. It has developed or expanded a useful way of thinking about the
role of the manager, the nature of organizations, and the behaviour of individuals within
organizations. As against human relations model, they have given the concept of human resource
model.

Major conclusions of the contributions made by behaviouralists are as follows:

i. People do not dislike work. If they have been helped to establish objectives, they will want to achieve
them. In fact, job itself is a source of motivation and satisfaction to employees.

ii. Most people can exercise a great deal of self-direction and self-control and generate more creativity
than required in their current job. Therefore, their untapped potential remains unutilized.

iii. Managers’ basic job is to use untapped human potential in the organization.

iv. Manager should create a healthy environment wherein all persons can contribute to the best of their
capacity. The environment should provide a healthy, safe, comfortable, and convenient place to work.

v. Managers should provide opportunity for self-direction by their subordinates and they must be
encouraged to participate fully in all important matters.

vi. Operating efficiency can be improved by expanding subordinate influence, self- direction, and
selfcontrol.

vii. Work satisfaction may improve as a ‘by-product’ of subordinates making full use of their potential.

Behavioural science era led to the development of two-way communication, participation of employees
in decision making, joint goal-setting, group dynamics, management development, and management of
change in the organization. These contributions of behavioural science era are backbone of behavioural
approach of human resource management even in the present context

7. Systems and Contingency Approach Era:

Systems and contingency approach has attracted maximum attention of thinkers in the management in
the present era. It is an integrated approach which considers management of human resources in its
totality based on empirical data. The basic idea of this approach is that analysis of any object must rely
on a method of analysis involving simultaneous variations of mutually-dependent variables. This
happens when systems approach is applied in managing human resources.

8. Human Resource Management Era:

When the factory system was applied in production, large number of workers started working together.
A need was felt that there should be someone who should take care of recruiting, developing, and
looking after welfare of these workers. For this purpose, industrial relations department came into
existence in most of the large organizations which was concerned mostly with workers.

However, as the time passed and the complexity of managing human resources in large business
organizations increased, the scope of industrial relations department was extended to cover supervisory
staff and subsequently managerial personnel. Industrial relations department was named as personnel
department. With the increasing competition for market share, competition for resources including
human talents, and increased knowledge in the field of managing human resources, people were not
treated merely as physiological beings but socio-psychological beings as a prime source of
organizational effectiveness and large organizations changed the nomenclature of their personnel
department to human resource ‘department to reflect the contemporary view.

Chapter 3: The Secretary of employee well-being during the Middle Ages (start)

Employee wellbeing is defined as the overall mental, physical, emotional, and economic health of your
employees. It's influenced by various factors such as their relationships with co-workers, their decisions,
and the tools and resources they have access to.

3.1. How important is the well-being of the employees to be productive?

Well-being has been linked to higher levels of employee engagement and lower levels of absenteeism
and turnover [5, 6, 7]. Human relations theory states that higher employee well-being is associated with
higher morale, which, in turn, leads to higher productivity.

3.1.1 What are the benefits of well-being?

Well-being is associated with numerous health-, job-, family-, and economically-related benefits. For
example, higher levels of well-being are associated with decreased risk of disease, illness, and injury;
better immune functioning; speedier recovery; and increased longevity.

3.1.2 What are the pillars of employee wellbeing?

Our six pillars of employee wellbeing - job security, financial security, health, support, protection and
work/life balance - are designed to help employers identify where the issues lay within their workforce

3.2.1 The Evolution of employee well-being during the Middle Ages

In this chapter, we are corncern with how workers were treated during the middle age period. With
regards of the treatments, we will be looking at aspcts like the working condition, working hours and
others. In the 15th and 16th centuries, Europe experienced an intellectual and economic revival,
conventionally called the Renaissance, that laid the foundation for the subsequent expansion of
European culture throughout the world. Later also making way for the industrial revolution.

To understand the types of work in the Middle Ages we have to understand the structure of the
kingdom. The king and his family are centered in the kingdom and every type was either directly or
indirectly linked to the king. Work types can therefore be categorized into noblemen jobs and peasant
jobs

Work types can therefore be categorized into noblemen jobs and peasant jobs. The main jobs of
noblemen were to either serve the king directly, or to control their peasants to make sure that the
money and goods owed to the king were collected. Most famous of the nobleman trades is the knights.

the peasants jobs; Blacksmiths, goldsmiths, potters, weavers, shoemakers, bakers, armoires, fletchers
(arrow-makers), book-binders, carpenters and masons. Peasants in the Middle Ages did not commute to
their jobs as they worked where they lived.

3.2.1.1. Employee well-being during the Middle Ages for Domestic workers.
Socially and economically vulnerable people were the cheapest labour. The status of workers has
indeed impacted their income, Unpaid service, for example, often characterizes child labour. Employees
only received money if the worked, they could do exceeded the cost of maintaining them. However,
unpaid servants received food, clothing and sometimes shoes, commodities dear to the humblest
families. Some unpaid contracts bear witness to the poverty of the families of the children who had to
send them away. In other cases, parents may have hoped to see their child trained in a trade

Women were allowed only a limited role in crafts and guild participation. There were restrictions on their
employment, and their status and pay was generally lower than that of men.

The work of medieval women was centered around the home. When industry began to develop outside
the house and the home workshop, women's domestic duties frequently prevented them from taking a
leading part in the industrial development

3.2.1.2. Employee well-being during the Middle Ages for Industrial workers.
The history of workplace wellness starts with the Italian physician Bernardini Ramazzini (1633-1714)
who is believed to be one of the first to write about the effects of work exposure on workers
(occupational diseases) and was interested in the possibilities of taking preventative measures (Gainer,
2008) to help improve employee well-being. Half a century after Ramazzini’s death, the Industrial
Revolution brought with it many new health problems and injuries due to the way work was
reformulated and systematized.

In 1810, Welsh social reformer Robert Marcus Owen proposed a 10-hour workday to help protect the
well-being of workforces. By 1817, he purposed a more aggressive measure — the 8-hour workday —
and coined the phrase “eight hours labor, eight hours recreation, eight hours rest.

In 1832, Charles Turner Thackrah is credited with having created the first written account of the health
problems of industrial workers (Gainer, 2008). Thackrah’s is considered a pioneering work in the pursuit
of improving employee well-being. In his book, Thackrah wrote, “The evil of the employ is the incidental
one of intemperance (Thackrah, 1832, p.18).” In context, employers often operate their organizations
with disregard for moderating or restraining their employees’ working conditions.

According to Reardon (1998), true workplace wellness programs did not really begin to exist until the
mid-1970s. During this timeframe, there was a perceived shift in financial responsibility for health care,
from the government to employer.

The development of worksite wellness was motivated primarily by cost containment (Reardon, 1998).
Cost containment is a process of judiciously reducing costs in a business or limiting them to a constant
level. When performed properly, cost containment can ensure or increase profitability without undue
difficulty created for those performing the job.

It was also linked with the activities of the occupational safety and health movement (OSH) and the
worksite health promotion movement (WHP), which developed in the late 1970s (DeJoy & Southern,
1993). Greiner (1987) cites the following reasons behind the emergence of worksite wellness during this
period:

-A general culture shift that promoted fitness

-Emerging research findings that showed the cost of employees’ unhealthy habits

-Newly formed workplace health promotion groups.

Conclusion: The was the asbsence of employee well being during the middle age, as all points are
directed towards that light. Thus, it had the folowing impacts

-Poor health condition due to long working hours, low or delay pay, bad working condition

-Case of low productivity cause from workers low life satisfaction, mental and physical stress. feel as if
their employment situation does not allow them to pursue their top life priorities.
-Child labour; under aged employee, low pay, over time, voilence, physical and mental stress were
aspects witness.

-Middle aged workers are not taking positive steps to help ensure good health, also demonstrate a fairly
negative outlook with regards to their jobs

-The chief causes of stress for this age group are: financial worries and pressure from or worries about
work.

-Equality of women in work was in inverse proportion to their social status. This means that peasant men
and women worked "equally" hard and were "equally" poor. It was only within the peasant and artisan
class that women shared work and responsibility with men on a nearly equal basis
To summarised, well being services were in-existing for employees during the middle age.
Chapter 4: The management of staff and the industrial revolution

The Industrial Revolution shifted from an agrarian economy to a manufacturing economy where
products were no longer made solely by hand but by machines. This led to increased production and
efficiency, lower prices, more goods, improved wages, and migration from rural areas to urban areas.

The term "industrial revolution" was used to describe the period before the 1830s, but modern
historians increasingly call this period the "first industrial revolution." This period was characterized by
developments in textiles, iron, and steam (led by Britain) to differentiate it from a second revolution of
the 1850s

The most important of the changes that brought about the Industrial Revolution were (1) the invention
of machines to do the work of hand tools, (2) the use of steam and later of other kinds of power, and (3)
the adoption of the factory system

After the industrial revolution, buildings could be made better. Transportation no longer required a
horse. Clothing could be more durable and wouldn't need to be made at home. Food products became
cheaper to produce. But this was also characterized with negative aspects because of the management
forms and the global economy as a whole during that time.

4.1 The management of staff

There are three broad categories of management styles: Autocratic, democratic and laissez-faire. Within
these categories, there are specific subtypes of management styles, each with its own pros and cons.

But during the industrial revolution, the Autocratic leadership (management) was the common form.

4.1.1 Autocratic management styles (Authoritarian)

Authoritarian leadership, also known as autocratic leadership, is a management style in which an

individual has total decision-making power and absolute control over his subordinates.

This type of management follows a top-down approach, with one-way communication from bosses to
employees.

This is the most controlling of the different management styles, with the management making all
workplace decisions and holding all of the power.

Employees are treated as drones, to be monitored closely as they perform within clearly defined
perimeters.

Employees are not encouraged to ask questions, submit ideas, or share their thoughts on improving
processes, and are in some cases actively discouraged from doing so.

4.1.2 What are the advantages of authoritarian leadership?

It produces consistent results in small-group situations. ...

It reduces the time needed to make decisions. ...

It places all the pressure on the leader. ...

It creates a consistent result. ...

It creates clarity within the chain-of-command. ...

It can provide a boost in productivity

The subtypes of autocratic management style are authoritative, persuasive, and paternalistic.

1. Authoritative management style

In this style, managers dictate exactly what they require their subordinates to do and punish those who
do not comply.

Employees are expected to follow orders, not question the authority of management, and perform their
tasks the same way each time.

Managers monitor the employees closely, micromanaging their performance without placing trust or
confidence that their employees can achieve their goals without direct and constant supervision. These
types of managers believe that without this supervision, employees will not operate successfully.

Pros:

This management style allows quick decision making, and creates clearly defined roles and expectations.

With unskilled workers or large teams, setting clear and solid expectations can allow workers to operate
without uncertainty.

Productivity will increase, but only when the manager is present.

Cons:

The negatives of authoritative management style includes an increase in the dissatisfaction of

employees, which leads to higher turnover, resentment, a lack of professional development and
employee engagement, and the formation of an ‘us’ versus ‘them’ mentality between employees and
management.

Innovation is stifled and inefficient processes will remain in place.

4.2 Working condition during the industrial revolution

During the working conditions were as bad as could be imagine. it had all the signs of the Master-Slave
relation type. They can be generally be classified in three(3) domain which share the same features,
namely for men, women & children. It had some of the following characteristics
Long working Hours; workers were forced to work for long hours at least from 16-18hrs a day with little
or no ret at all

Low wages; the wages were very low compare to work done. Men were paid around 15 shilling (not up
to a pound) per week, women were paid 7-10 (around 30-50 pence) and children were paid 15 pence.

Bad working condition; the work place was hot & damp, stiffy, noisy, full of steam, unhygienic. In short
all aspects of bad conditions.

Poor housing; due to the large migration during that period, cities were congested, polluted, high
housing rate

High tax; since factories were almost everywhere, lords imposted high taxes on their subjects as they
were out to exploit their subjects down to the last penny. this cause living hard and some regions had to
revolt or flee their lords.

Monitoring and threats; workers were constanting been monitor and threaten if the slack off or try to
demand for rest, since they were others who were since willing to work under those conditions to
support their families.

Child labour; it was a common practice during the time. Children started to work to early as a way to
support the family. They could range from 10yrs old or even less working in the streets and from 12yrs
for those who worked in the factories with same conditions as the adults.

Strict Discipline; it was strict since factory owners and managers believed that time wasted is money. To
ensure profit, Workers were fine for being late or wasting time(rest or slacking off)

4.3 Why were the working conditions so bad during the Industrial Revolution?

Simply, the working conditions were terrible during the Industrial Revolution. As factories were being
built, businesses were in need of workers. With a long line of people willing to work, employers could set
wages as low as they wanted because people were willing to do work as long as they got paid.

This was also cause due to the large migration of people into industrial areas hopingb to make a living,
thus, the was a large supply of labour mostly unskilled and offers began limitted as tome were by.

4.4 What did workers do to improve their working conditions?

Basic Answer: In the late 1800s, workers organized unions to solve their problems. Their problems were
low wages and unsafe working conditions. The solution was for the work- ers to cooperate and form
unions. First, workers formed local unions and later formed national unions

Chapter 5: The first areas of HRM

When was HRM first introduced?

The human resources field began to take shape in 19th century Europe. It built on a simple idea by
Robert Owen (1771-1858) and Charles Babbage (1791-1871) during the industrial revolution. These men
concluded that people were crucial to the success of an organization

Industrial welfare was the first form (area used) of human resource management (HRM). In 1833 the
factories act stated that there should be male factory inspectors. In 1878 legislation was passed to
regulate the hours of work for children and women by having a 60 hour week. During this time trade
unions started to be formed.

Industrial welfare was the first form of human resource management (HRM). In 1833 thefactories act
stated that there should be male factory inspectors. In 1878 legislation was passed to regulate the hours
of work for children and women by having a 60 hour week.During this time trade unions started to be
formed. In 1868 the 1st trade union conference was held. This was the start of collective bargaining
(Collective bargaining is the process in which working people, through their unions, negotiate
contracts with their employers to determine their terms of employment, including pay, benefits,
hours, leave, job health and safety policies, ways to balance work and family, and more).

In 1913 the number ofindustrial welfare workers had grown so a conference organized by Seebohm
Rowntreewas held. The welfare workers association was formed later changed to CharteredInstitute of
Personnel and Development.

World war 1 era: It all started when Mary Wood was asked to start engaging girls during the 1st world
war.In the 1st world war personnel development increased due to government initiatives toencourage
the best use of people. In 1916 it became compulsory to have a welfareworker in explosive factories and
was encouraged in munitions factories. A lot of workwas done in this field by the army forces.

5.1. Trade unions.

A trade union is an organisation made up of members (a membership-based organisation) and its

membership must be made up mainly of workers. One of a trade union's main aims is to protect and
advance the interests of its members in the workplace. Most trade unions are independent of any
employer.

The typical activities of trade unions include providing assistance and services to their members,
collectively bargaining for better pay and conditions for all workers, working to improve the quality of
public services, political campaigning and industrial action

5.1. Labour unions. an organized association of workers, often in a trade or profession, formed to
protect and further their rights and interests; a trade union

For those in the industrial sector, organized labor unions fought for better wages, reasonable hours and
safer working conditions. The labor movement led efforts to stop child labor, give health benefits and
provide aid to workers who were injured or retired

5.2 HRM after the 2nd World War

 The second world war lead to the creation and expansion in the role of the personnel management
further by adding the roles of improving moral and motivation , training , discipline and health and
safety , wage policies and joint consultation between management and employees.. At this time there
was an increased emphasis on health and safety further increased the role of personnel managers to
negotiate with the trade unions on the behalf of the organisations which became imperative in the
1970’s in discussing pay and other collective issues

During these time s personnel department took up the role of administration and with the growth of
employment legislation they often adopted a role to advice managers to stop them ending up in
industrial tribunals

From the 1980’s onwards the role of personnel management changed increasingly to human resource
management till what is use in current date.

Chapter 6: HRM policies

What are HR Policies?

HR policies are the guidelines on how a company manages the people under its employment. These
policies tend to shape the company’s culture and the way they operate—from the recruitment team’s
hiring tips to the way employees do their work to reach productivity. Almost everything that happens in
a company is all because of the HR policies, and it takes excellent HR skills to use it to help the company
be the best it can be

Policies about performance appraisals, fair employment practices, appearance and behaviour are just a
few of the several policies contained in an employee handbook. The handbook is distributed to new
employees on the first day of work and is typically discussed during informal or formal orientation
sessions

To better understand HRM policies, it is comprised of both policies and procedues as seen below;

Human resource policies are formal rules and guidelines that businesses put in place to manage
their employees. HR procedures, on the other hand, are step-by-step instructions that specify
what actions should be taken to comply with these policies. Defining these policies and
procedures is one of the core functions of human resource management. HR procedures often
take the form of standard operating procedure (SOP) documents.

What is HR policies and Procedures Manual and employee handbook?

HR policies and procedures manual and employee handbook form the backbone of an organization.
These documents(handbook) consist of all the details regarding the treatment to be given to the
employees in the organization and help the employees in recognizing the culture of the organization.

The purpose of human resource policies

While some HR policies are required by law, it's not the only reason they are necessary. In addition to
protecting your organization from legal claims, policies play an important role in fostering a culture of
trust, fairness, and inclusion.
The benefits of having clear and comprehensive HR policies include:

· HR policies provide legal protection to your company

· They transparently communicate the conditions of employment

· They set employee expectations with regard to their career growth

· They help you address employee grievances and disputes

· They speed up the decision-making process on various HR matters

· They help ensure all employees are treated equally and fairly

· They help create a safe and healthy working environment

What is the scope of human resource policies?

Similarly, policies may exist in all areas of the organization from major organizational policies to
minor policies applicable to the smallest segment of the organization. Scope implies subject
matter, the subject matter of human resource policies is as wide as the scope of human
resource management. The scope of HRM is comparatively wider with enhanced vision so far as the
following fields are concerned:

1. Human Resource Planning (HRP) 2. Job Analysis 3. Job Evaluation 4. Recruitment and
Selection 5. Performance Appraisal 6. Training and Development 7. Employee Compensation
8. Employee Motivation 9. Employee Welfare 10. Industrial Relation 11. Organisational
Development 12. Career Development 13. Job Design 14. Performance Management
Systems 15. Employee Assistance 16. Labour Relations 17. HR Research and Information
Systems and Audit 18. Succession Planning 19. Quality of Working Life 20. Personnel Welfare
Scope # 1. Human Resource Planning (HRP):

It is the first step of human resource management. HRP is a process through which the company makes
an assessment of the present manpower-the number of people employed, number of post vacant,
whether there is excess or shortage of staff and prepares plans and policies to deal with them
accordingly. It also estimates the future man power requirement. It matches the supply and availability
of manpower with the company’s purpose and makes the best person available for the job.

Scope # 2. Job Analysis:

An important task of HRM is job analysis. It provides the basis for recruitment, training and development
of staff. Every job is analysed to identify the inherent requirement of the job – “what the job demands of
a worker”. Job analysis provides a detailed picture of the nature of job, the skill and abilities required to
perform the job, the duties and responsibilities of the worker required for the job.

Scope # 3. Job Evaluation:

It forms the basis of wage and salary determination. Different jobs are compared and evaluated to
determine the relative importance of different jobs within the organization. The jobs are compared,
graded and ranked. Job evaluation determines how much pay to be affixed to the particular job on the
basis of their importance in the organisation functioning. This helps to determine a fair wage and salary
and to determine a rational pay structure.

Scope # 4. Recruitment and Selection:

The company on the basis of human resource planning and job analysis identifies the requirement of
personnel and explores different internal and external sources from where manpower can be acquired.
This process is called recruitment. The right person is selected and put to work.

Scope # 5. Performance Appraisal:

It is a systematic method of evaluating the performance of employees. This helps to assess the efficiency,
strength and weakness of the employees. It is a controlling process whereby the employees’
performance is matched with the standard level of performance and remedial measures taken in case
actual performance does not meet the standard.

Scope # 6. Training and Development:

Human resource management is concerned with arrangement of training and development programme
for the newly appointed staff as well as for existing employees. This helps to enhance the qualitative and
quantitative performance of the work force.

Scope # 7. Employee Compensation:

Human resource management performs the function of determining the pay structure for different
employees on the basis of qualification, efficiency, experience, nature of the job. It also determines
rewards and incentives to be paid for their contribution towards the organisation.

Scope # 8. Employee Motivation:

Motivation of employees is essential for retention and sustenance of employees within the organisation.
Motivation plays an important role in management of personnel. It helps to improve productivity of
personnel. There are different ways by which employees may be encouraged. Recognition and reward for
performance, promotion, pay-hike, and other monetary and non-monetary rewards motivate the
employees.

Scope # 9. Employee Welfare:

Human resource management focuses on the welfare of employees by providing canteen facilities,
creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety,
medical care, sickness benefits, recreation facilities.

Scope # 10. Industrial Relation:

Labour unrest, conflicts between the work groups and between workers and management over issues
like low wage, bad work environment are common problems that must be handled carefully by
establishing a balance between the worker’s interest and interest of the organisation and management.
Human resource management considers establishment and maintenance of harmonious and cordial
relation between employer and employees.

HRM comprises of three aspects:

a. Personnel Aspects:

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion,
training and development, lay-off and retrenchment, remuneration, incentives, productivity, etc.

b. Welfare Aspects:

It deals with working conditions and amenities such as canteen, crèches, rest and lunchrooms, housing,
transport, medical assistance, education, health and safety, recreational facilities, etc.

c. Industrial Relations Aspects:

This covers union-management relations; join consultation, collective bargaining, grievance and
disciplinary procedures, settlement of disputes, etc

Why are HR policies Important?

The importance of human resource policies are described below-

1. It ensures that employee needs are respected and looked after in the organization

2. It makes sure that proper benefits are provided to the employees for their work

3. It helps to address employee problems, complaints, and grievances and even provides a way of
solving them

4. It ensures proper training and development opportunities are presented to the employees to
meet the needs of the organization

5. It offers protection to the employees against anyone in the organization

6. They are essential as it ensures that eligible employees are getting allotted holidays and paid
vacations as per their due

7. It is considered vital as it helps to maintain the discipline in the organization

8. It ensures that the employees are receiving fair compensation

Human Resources Policies and Procedures are Important as they provide structure, control, consistency,
fairness and reasonableness in SMEs (small & medium entps). They also ensure compliance with
employment legislation and inform employees of their responsibilities and the Company's expectations

What are the Basic HR Policies?

Some of the essential human resource policies are as follows-

1. Anti-harassment and non-discrimination-policy

The human resource policy of anti-harassment and non-discrimination is governed by the state, federal,
and local provisions.

This is why it becomes essential to review the applicable laws and then create one that can stand in any
court of law as feasible and lawful. It ensures that the employees do not have to face discrimination and
harassment in the workplace of any kind

2. Performance evaluation policy

The organization should have a proper performance evaluation policy that will keep the employees
informed about the methods that the company will follow during performance evaluation.

It should also mention how the performance evaluation will have an impact on their jobs and pay scale.

3. Confidentiality policy

HR policies in an organization is confidentiality policy. It has become crucial for organizations to be

specific about the confidentiality clause.

This is the time when industrial espionage is a reality, and companies should take proper measures to
save themselves from intelligence theft. Be specific and underline the resources that will come under the
confidential materials.

4. Leave and time-off benefits policy

Under leave and time-off benefits policy, an organization makes its rules and regulations clear regarding
essential aspects like sick leave, vacation time-off, and holidays.

It includes what the organization considers paid leave and what does not come under paid leave. It also
informs the employees about leave that has to be taken in case of domestic violence, family issues,
voting, and jury duties.

5. At-will employment policy

One of the essential policies is at-will employment.

It ensures that both the employer and employee have the power to terminate the employment contract
at any given time and even without any rhyme or reason, providing that it is legal and lawful.

6. Employment classifications policy

An organization will have to stipulate employment classifications in its employee handbook to avoid any
related misunderstandings later on. It includes exempt, non-exempt, part-time, and full-time employees.

This classification lays the groundwork for overtime pays and benefits that the employees receive while
working in the organization.

7. Timekeeping and pay policy

It is about recording the timing of the work of the employees in an organization.

The pay policy informs about the frequency of paydays, available methods of receiving payment, and the
procedure that will be adopted if the payday is a holiday

8. Sexual harassment policy

One of the main concerns in the workplace is sexual harassment. It is the need of the hour to
communicate zero-tolerance towards inappropriate sexual behavior or comments in the workplace.
This policy helps the organization to deal with miscreants appropriately. It is the moral obligation and
duty of a business entity to safeguard its employees against any form of sexual harassment. For this, they
should have regular sessions in the workplace where related issues can be discussed openly.

9. Meal and break periods policy

One of the essential policies in an organization is that of meal and break periods. It informs all the
employees about the duration as well as the frequency of breaks that can be taken.

The rules and regulations should be clear otherwise the employees will keep on taking an innumerable
number of breaks, and this will hamper their levels of efficiency and productivity

10. Safety and Health policy

It is the responsibility of the organization to provide a safe workplace to its employees.

This is why they draft a safety and health policy at the onset that describes emergency procedures of the
company and how they will deal with employees who report work-related injuries.

11. Employee conduct, attendance, and punctuality policy

As the name suggests, the employee conduct, attendance, and punctuality policy state the organization’s
rules and regulations regarding employee conduct, and in case they are not punctual and their
attendance in the office is not as per set guidelines.

12. Zero-tolerance for workplace violence policy

An employer is obliged to protect its employees against workplace violence. It includes intimidation of
any form as well as physical violence.

The zero-tolerance for workplace violence policy categorically bans weapons in the workplace

13. Remote worker’s policy

Times have changed, and organizations understand the changing circumstances. This is the era where
both partners are working, and there might be a need for one of them to work from home.

Organizations are allowing more and more people to work from home or any other location until it does
not negatively impact their work. The policy states specific time limits and the pay for the workers that
work from home

Functions of HR Policies
The functions of human resource policies are as follows-

-The function of human resource policy is to act as a viable bridge between the employees and the
business entity

-It lay down specific guidelines for managers and supervisors

-It helps to communicate the condition of employment to the employees

-The human resource policies have an essential function of laying down and overseeing employee
expectations

-Its function includes reviewing probable changes that will have an impact on the employees at regular
intervals

-It lay down the groundwork for treating all the employees in an equal and fair manner

-The human resource policies function is to act as the stepping stone for creating the employee
handbook

-Its function includes communicating the values and goals of the organization to interested stakeholders

-One of the functions of human resource policies is to communicate the method and way of
implementing all the policies across all the levels in an organization

-To form the context for orientation, employee Onboarding, and supervisor training programs

-To create a healthy environment in the workplace

-It ted to provide a clear picture of employee’s career growth and development in the organization

-One of the primary functions of human resource policies is to make sure that the policies are aligned to
the best practices and legal compliance