What stages of development has human resources management gone through? What are the characteristics of each?

The question raises the stage of development of modern human resources management. Human resources management developed from personnel management, so we cannot talk about the stage of personnel management before the 1950s (China was before the 1990s) ), we cannot simply talk about the personnel management stage as the human resources management stage. .

Personnel management and human resource management should be expressed separately.

Let me talk about the stages of personnel management and the stages of human resources management

1. Personnel management stage

The stages of personnel management can be divided into the following stages: Three stages: scientific management stage, industrial psychology stage, and interpersonal relationship management stage.

1. Scientific management stage

In the early 20th century, representatives such as Frederick Taylor and others created the school of scientific management theory and promoted the practice of scientific management in Large-scale promotion and development in the United States. Taylor proposed the "piece-rate wage system" and the "time-rate wage system" and proposed the implementation of labor quota management. In 1911, Taylor published the book "Principles of Scientific Management", which laid the foundation of scientific management theory and was therefore called the "Father of Scientific Management" by Western management circles.

The main features are: scientific ergonomics and human economic stimulation characteristics

2. Industrial psychology stage

Based on the German psychologist Hugo ?6?1 The research results of psychologists represented by Munsterberg and others have promoted the scientific process of personnel management. Hugo?6?1 Munsterberg's "Psychology and Industrial Efficiency" published in 1913 marked the birth of industrial psychology.

3. Interpersonal relationship management stage

In 1929, Professor Mayo of Harvard University in the United States led a research team to the Hawthorne factory of the Westinghouse Electric Company in the United States for nine years. The experiment truly opened the door to the study of human behavior in organizations.

2. Human resources management stage

The human resources management stage can be divided into three stages: the humanistic theory formation stage, the human resources practice stage and the knowledge management stage.

1. The formation stage of humanistic theory

1.1 Peter Drucker, the father of human resource management, proposed and developed it in his book "The Practice of Management" in 1954 Clearly define the concept of “human resources”.

1.2 The famous American behavioral scientist Douglas McGregor published the article "The Human Aspects of Business" in the November 1957 issue of the American "Management Review" magazine, proposing the famous "Theory X - Theory Y".

Theory Y puts forward the assumption that human nature is good, such as: liking to work, working hard to achieve goals, unifying personal goals and team goals, proactive creativity, etc.

1.3 United States Harvard University psychology professor David. McClelland has been studying human needs and motivations since the 1940s and 1950s, and proposed the famous "Three Needs Theory". He believes that individuals have three important motivations or needs in work situations:

Achievement needs: The need to strive for success and to do the best.

Need for Power: The need to influence or control others without being controlled by others.

Affiliation needs: The need to establish friendly and close interpersonal relationships.

Subsequently, needs hierarchy theory, ERG theory, two-factor theory, equity theory, etc. continued to emerge, proposing human demand characteristics from different angles.

2. Human resources practice stage< /p>

Since the 1970s, human resources management has been a craze in European and American countries. Many colleges and universities have begun to study human resources.

Since the 1980s, human resource management theory has continued to mature and have been further developed in practice. It has been widely accepted by enterprises and gradually replaced personnel management. In the 1990s, human resource management theory continued to develop and mature. People are more discussing how human resource management can serve the enterprise's strategy, and how the role of the human resources department can be transformed into a strategic partnership in enterprise management. The proposal and development of strategic human resource management theory marks a new stage of modern human resource management.

At this time, the function of human resources management is no longer a simple personnel function. It includes the following aspects:

1. Human resources strategic planning and decision-making system;

2. Human resources cost accounting and management system;

3. Human resources recruitment, selection and employment system;

4. Human resources education and training system;

5. Human resources work performance evaluation system;

6. Human resources salary and benefit management and incentive system;

7. Human resources guarantee system;

8. Human resources career development design system;

9. Human resources management policies and regulatory systems;

10. Diagnostic systems for human resource management.

3. The era of knowledge management

Human resource management in the 21st century faces changes in the external environment - challenges brought about by economic globalization and knowledgeization.

Many scholars regard economic globalization and knowledgeization as one of the important factors affecting human resource management.

In the future, the competition of enterprises will pay more attention to international competition rather than domestic competition opportunities. Along with globalization, the knowledge economy has become the main form of the world economy today and in the future. As the micro-foundation of the knowledge economy, knowledge-based enterprises should pay more attention to the creation, integration and utilization of knowledge, as well as knowledge management. Knowledge management capabilities have begun to become the core competitiveness of enterprises, and knowledge has become the source of competitive advantage for enterprises.

The intellectualization of human resources has become the core issue of human resources strategy.

My hands are sore typing this, but the reward is only 0 points.