The history of managing people has reflected prevailing beliefs and attitudes held in society about employees, the response of employers to public policy (for example, health and safety and employment legislation) and reactions to trade union growth. In the early stages of the Industrial Revolution, the extraordinary codes of discipline and fines imposed by factory owners were, in part, a response to the serious problem of imposing standards of discipline and regularity on an untrained workforce. In the 1840s common humanity and political pressure began to combine with enlightened self-interest among a few of the larger employers to make them aware of alternative ways of managing their workforce, other than coercion, sanctions, or monetary reward. Theorists also suggest that the ways in which organisations choose to manage their employees are in a state of transition. Labour management practices have assumed new prominence in the 1990s as concerns persisted about global competition, the internationalisation of technology and the productivity of workers. It is argued that these market input push work organisations to adjust their system of managerial control strengthen effective utilisation of human resources.
The assignment consist in studying the need for new approach to the management of people in order to reflect the way in which organisations are evolving at the start of the 21st century.
To proceed I will first introduce the debate concerning organization evolution and the need for new approaches to manage people. Then I will carry out an review of new methods to managing people in the organisation context, as well as people management philosophy and practices which concentrate on the way in which organisation overall approach of people contribute to the effectiveness.
I will conclude with the controversy between the Modernist and Post-Modernist paradigms in regard to management science and empirical research. A fundamental belief in Modernism is that all problems can be solved rationally by the application of scientific and social theory, and thus justify management theories that aim to explain human behaviour. Post-Modernists argue that it is impossible to derive a universal truth, and therefore empirical studies do not reflect the reality within organisations.
Artist and poet create theirs works in response to the time in which they lives, wars emerge out of economic and political pressure. Companies change their structures in response to the need to follow their customers overseas, for instance. Therefore, to better understand the Human Resource's role in organisation today, it's necessary to understand first how companies themselves are changing and the trend that are causing these change to occur. Perhaps the most important, organisations today are under intense pressure to be better, faster, and more competitive. The combined effects of the globalisation, the dematerialisation of economic activity, the acceleration of...