The Historical Development of Human Resources Management Before we look at the historical development of human resources management, it may

be prudent that we define HRM first. What is Human Resources Management? In its simplest form, HRM can best be understood as a process of managing human talents to achieve the organisations objective1. Historical profile of HRM The defining epoch in the history of HRM is correctly stated as the Welfare era of the early 19th century. However limiting it to that period will not acknowledge the contribution made by Englands early 1800s era of craftsmen and apprenticeship which were the catharsis that laid the foundations for HRM and the further development that came with the arrival of the industrial revolution in the late 1800s. Perhaps one of the key moments in the history of HRM came in the 19th century, when Frederick W. Taylor suggested that a combination of scientific management and industrial psychology of workers should be introduced. He proposed that workers should be managed not only from the job and its efficiencies but the psychology and maximum wellbeing of the workers. Moreover, with the drastic changes in technology, the growth of organizations, the rise of unions and government concern and interventions resulted in the development of personnel departments in the 1920s. At this point, personnel administrators were called welfare secretaries2.

G. Bohlander, S. Snell, Managing Human Resources, South Western Cengage Learning, 2010 Uluslararas Sosyal Ara_trmalar Dergisi, The Journal of International Social Research, Volume 2 / 9 Fall 2009

In the UK and the USA, the evolution of HRM continued in the 1940s with the out break of the Second World War. It was during this period that workers were trained to produce warships, machinery, and other military equipments and armaments using production lines. After the war, Organisational Psychologists like McGregor (1960) and Hertzberg (1959) introduced and made popular theories on employees developmental processes. Human resources began to be seen as an integral asset to companies and they started developing employees in to improve performance and in particular their skills and productivity. Since then HRM is considered an important business strategy and process3. Current approaches to management of human resources This part of the report looks at a review of current approaches to Human Resources Management in the retail industry. Following on from the historical profile listed above, it must be noted that HRM has continued to evolve over the past 2 decades as it reacts to changes happening in the retail business environment. Scholars and practitioners of this sector have always come up with new approaches to improve the service delivery as well as meet the aims and objectives of their businesses and organisations. Currently there are at least 8 themes that have been identified by CIPD as defining new approaches to human resources management in the current environment. These themes have been identified as Alignment, Shared Purpose, Leadership, Locus of Engagement, Assessment and Evaluation, Balancing Short Term and Long Term Horizons, Agility, and Capability Building. I will apply all these themes to Vodafone which will be my case study for this project.

Alignment One current approach to HRM is a theme called ALIGNMENT. CIPD defines this approach as the degree to which employees perceptions of the organisation, its aims and objectives are consistent and fit with other messages regarding value, behaviours and organisational priorities. It also embraces the perceptions of different stake holders that may be either internal such as employee groups, employee representatives, managers, senior leader or can be external such as customers, shareholders or supply chain. Alignment goes beyond people to include infrastructure, systems and processes. This approach has been adopted by retailers such as Vodafone and it starts from the day a new employee is recruited to join the company. To align new employees to the values, objectives and culture of the organisation, Vodafone has created an induction process which is mandatory for all new employees. This induction process apart from familiarising the new employees to their new surroundings, getting good interpersonal with longer serving employees, it also plays a very important part. It imparts knowledge, shares values and the culture of Vodafone which the new employees must embrace as these are the building block of serving and meeting the needs of the customer. When customers come to Vodafone, they have expectations and benchmarks of what Vodafone should deliver. It also includes the systems and processes that employees will use in their day to day operations as they go out to meet customer needs.

Shared Purpose Another modern approach to HRM is a theme called SHARED PURPOSE. CIPD defines Shared Purpose as an organisations purpose and identity. It is shared by employees and also extends to external partners. It involves an employer inculcating and imparting an emotional connection in employees through creating a bond to the organisations core purpose. At Vodafone, shared purpose is imparted to employees through a program called The Vodafone Way. The Vodafone Way is about being an admired company in the eyes of the customers, shareholders and employees through operating with speed, simplicity and trust. The programme has defined a consistent set of values and behaviours for all Vodafone employees4. Speed, simplicity and trust are shared by everyone associated with Vodafone from the supply chain, the sales process right through to customer service. The Vodafone Way also links the company and its employees to the society they exist in. This is done through programs such as the Donate Yourself charity program. At Vodafone, shared purpose allows the employees and its partners to make sense of the companys purpose, to internalise it and to practice it in their daily routines. Leadership Leadership is not new to HRM, it just wasnt refined and given the prominence it deserved as it is now in modern HRM. CIPD defines LEADERSHIP as the ability of senior leaders to articulate vision in an appropriate style that informs decision making and empowers employees to achieve organisational effectiveness. The ability to lead is however not confined to senior leaders and it can be demonstrated at all levels.

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