A Brief Overview of Old Human Resource Practices and What a Company Needs To Employ Now

A Brief Overview of Old Human Resource Practices and What a Company Needs To Employ Now
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A Brief Overview of Old Human Resource Practices and What a Company Needs To Employ Now
Abstract
The study evaluates the transformation of Human Resource practices from the 19th century towards the 21st century. The analytical sample consists of all the real functional companies with various employee departments and running under the control of a Human Resource manager. The results in the evaluation clearly indicate that the present practices are more reliable and work better in terms of growth and company development. The data indicates that the Human Resource practices if well-established form a good basis for career development. The Human Resource practices in this research indicate how strongly they participate in predicting growth and development.
Introduction
Human Resource practices are made up by a combination of strategies. They are a representation of the very important aspects of guidance that go hand in hand with the actual organizational plan. Human Resource practices are what forms the basis of how the transactions in and out of the company are run in consideration to the respective workforce. These practices are mostly for the purpose of the well being of the employees within the organization. Some common Human Resource practices are formulating methods in which employee reward programs are measured and analyzed, they also include the creation of reliable frameworks that ensure that laws are adhered to (Lu et al., 2015). HR practices are a constant determinant of the kind of leadership that is found within a given organization.
Old Human Resource Practices
In the past, organizations were dependent on philosophical insights on power. An ideal leader according to Machiavelli was to have a certain degree of virtue and be regarded with both fear and love. The qualities that defined good leadership were the ability to understand the obscure and difficult parts of management. Having pliancy and an ability to learn all the organizational rules along with having a good argument for each one of them was the second philosophical quality put out by the various people who had management prowess in the past years. Leadership was a highly regarded topic and was seriously considered when it came to workplace ethics.
Before Human Resource managers were introduced, organizations only considered the hiring of female welfare officers that were concerned with the well-being of women in various organizations (Kehoe & Wright, 2013). The welfare officers were used to manage the rules and laws that governed women within the organizations. Most of the rules were focused on maintaining good work conditions for the women. The Human Resource main function in the old days was, mainly thought of as the sole hiring and firing function of the personnel in the organizations. The Human Resource managers were not accounted for on any other functions required by the organization. Their titles were specifically pointed towards managing and micromanagement of the specific personnel in the organization. The Human Resource activities were therefore not based on a diverse range of concerns for the various personnel staff and their needs or wants.
The main functions of the Human Resource department in the old days were relative to what the western countries referred to as Human Resource development. The creation of a Human Resource wheel was mainly to specify the four functional components, which are: training and development, performance appraisals and management, career planning and development along with change management. Training and development were mainly meant for the hired personnel who were not qualified enough for the functions of the organization. This required the presence of quality leadership functions that would see to it that personnel becomes good enough to maintain a position in the organization that would promote returns and also ensure performance enhancement in the organizations.
Performance appraisals and management involved the legalization of functions and the ascertained documentations that involve details on the equal and fair treatment of the personnel. Performance appraisals were created in the situation where there were requirements for the intervention of legal policies. The policies were created by the Human Resource manager and aligned with legal requirements, rights and provisions. The roles of the Human Resource were ambiguously structured thus did not support the functions of the organization fully but rather supplemented them (Guest, 2011). The parallel nexus or the parallel pathway for Human Resource was introduced in order to control the elements of corporate strategy. These strategies created a reliable access point for the Human Resource department towards the connection between the management and the organization’s employees.
The fragmentation of Human Resource in the 19th century was not reliable enough to offer all the strategic advice for the various institutions that were made available. The Human Resource strategy was focused on human capital and material capital. The two were the greatest assets in the case of organizational progress. In organizations, the strategic processes involve a determinacy of the missions and goals of an organization. The Human Resource manager is who provides most of the frameworks that are meant to determine the direction that the company takes.
The terms for Human Resource management have evolved from the past depending on what the purposes for the intended titles were. The duties of the Human Resource department have also evolved with time. The duties have increased and improved through the centuries. The process is always ongoing even with the predicted organizational decades (Rothenberg, Hull & Tang, 2015). The practices in the past personnel duties did not necessarily have to integrate with Human Resource activities. The management systems in the past were fully dependent on a personal opinion based on the preference of those that were in charge.
Practices that a company can employ
In order to have practices that merge with the needs and wants of the organizational staff, the activities have to go hand in hand with the processes of the organizational strategic plans. A good Human Resource manager will be focused on considering objectives that define the market standing of the organization. The activities should be a representation of the position an organization intends on maintaining with the strife to differ from their competitors. The Human Resource practice, in this case, is the development of an appropriate mission statement that balances the duties of every person within the organization. A good Human Resource manager will ensure fairness and a lasting strategic approach. There has to be a practical approach based on the results of an environmental analysis that is well reflected on. The organizational levels should be able to determine the adequacy of the amount of information that is passed through to the organization and the respective staff (Sharma & Sharma, 2015).
In order to have a reliable array of organizational Human Resource practices in the organization, the management must find a way in which they can increase the performance of the organizational staff without focusing on only one strategic point. Human Resource activities relative to such practices are mostly related with what the customers do in order to have a one on one close relationship with the consumer without defying the strategic processes.
In companies today, Human Resource is what determines the levels at which an organization will reach by the end of the fiscal years. The Human Resource manager must relate its processes with what they focus on becoming within a given amount of time. This shows the broadness of their thinking capabilities and also extra focus on the future. There has to be a step by step planning process in the development of policies that are to govern the organization. The organizations in this decade and century have to employ staff that is readily accepting of the policies that are put forward by the Human Resource (Cook & Chaganti 2015). The role of Human Resource practices is very crucial when it comes to the performance of a firm.
The right practices in a company will facilitate fundamental knowledge of the right things to act upon when in the organization. This is mostly based on the employee performance and roles. The practices are based on the competitive intellige...