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Personnel to HRM: key points

Personnel to HRM: key points. In UK personnel originated with welfare role Welfare Workers Association – forerunner of the current CIPD – formed in 1924 Welfare role associated with low status and influence – ‘Cinderella function’

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Personnel to HRM: key points

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  1. Personnel to HRM: key points • In UK personnel originated with welfare role • Welfare Workers Association – forerunner of the current CIPD – formed in 1924 • Welfare role associated with low status and influence – ‘Cinderella function’ • Growth of large-scale organisation changed this – need for ‘people professionals’ with specialist roles • Tyson and Fell (1986) – clerical, negotiator, strategic actor Unlocking Human Resource Management Chapter 1

  2. Personnel to HRM: key points • Professionalisation of personnel function – need for specific qualifications • Post-1980 rise of Human Resource Management • Sophisticated HRM – strategic and business-driven, integrated, owned by line managers • Business-driven agenda to fore; possible neglect of ethical, employee-focused and welfare roles Unlocking Human Resource Management Chapter 1

  3. Personnel to HRM: key points • In twenty-first century, link between HRM and business performance now a major concern although evidence weak • Attention shifts to translating strategy into effective operations • Focus on what takes place within organisations – the ‘black box’ and role of line managers in operationalising strategy • Focus on how HR function contributes to adding value Unlocking Human Resource Management Chapter 1

  4. Personnel to HRM: key points • Models for the HR function influenced by work of Dave Ulrich - business partner - administrative expert - change agent - employee champion • Much interest shown by organisations in HR involvement in business partnering but also in employee champion linked to employee engagement Unlocking Human Resource Management Chapter 1

  5. Learning summary By the end of this chapter you should: • Understand the origins of personnel management and how these have shaped the development of the profession • Appreciate the tensions and ambiguities in the personnel/HR role • Understand the essential features of HRM and its claim to distinctiveness • Appreciate potential for HRM to raise the profile, influence and status of the function Unlocking Human Resource Management Chapter 1

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