What is Human Resources Management?

WHAT IS HUMAN
RESOURCES
MANAGEMENT?
PREPARED BY BLOGGER:
TÜRKİYE’DE YÖNETİM
DANIŞMANLIĞI
(MANAGEMENT CONSULTANCY
IN TURKEY)
TÜRKİYE'DE YÖNETİM DANIŞMANLIĞI

HUMAN RESOURCES CONCEPT AND DEFINITION

When we are trying to achieve organizational goals, what kind of
resources do we need? Money, machine, human resources etc?
What do you think Which one of these resources is most important?
Is it possible to achieve organizational goals if we have all these
resources together? What is the secret?
These resources can be divided into 2 groups: tangible assets and
intangible assets
Human resources is related with «intangible assets» or «intelectual
capital»

Intangible assets
(ıntellectual
capital)
Substructure of
company
Human resources
Customers
network
Tangible assets

Human Resources is basically all people who are working in an
organization
This organization can be a public or private, for profit or non profit
organization
Generally we use «Human Resources Management» concept for
private and for profit organizations or companies.
Based on this definition, we can say, «all managers (lower, middle
and senior), technical staff, consultants, full-time or part-time
employees, workers and civil servants and other staff» are our Human
Resources

MANAGEMENT PYRAMID
SENIOR MANAGEMENT
business owners , managing
directors, general managers
and deputy directors
MIDDLE LEVEL MANAGEMENT
department managers and
deputy directors
LOWER LEVEL MANAGEMENT section chiefs, foremen
and supervisors

HUMAN RESOURCE MANAGEMENT VS.
PERSONNEL MANAGEMENT
Is there any difference between Personnel Management and Human
Resources Management?
For a long time «Personnel Management» term has been used to
explain these functions such as «personnel selection, training , wage
and salary payments etc».
However, these functions were performed without regarding as to
«relationships between these functions»

HUMAN RESOURCE MANAGEMENT
VS. PERSONNEL MANAGEMENT
PERSONNEL
MANAGEMENT
Narrow perspective
HUMAN RESOURCES
MANAGEMENT
wide perspective

WHAT DO HUMAN RESOURCE
MANAGEMENT?
Traditional functions: tasks such as recruitment of employees ,
contract termination , wages and salaries, labor relations
Modern functions, for example,
introduce new technologies to the organization,
re-design works,
Career planning and arrangements for human resources,
help to realize the objectives of the organization (strategic function)
train and develop future managers

HISTORY OF HUMAN RESOURCES
MANAGEMENT
«Human Resources Management» concept was used for the first time
in 1817 by Springer, a famous economist.
Actual development in management area took place with F.W. Taylor,
Henry Fayol and Max Weber’s contributions (Classic Management
Theory).

FREDERICK WINSLOW TAYLOR
(March 20, 1856 – March 21, 1915) was
an American mechanical engineer who
sought to improve industrial efficiency.
Taylor was one of the first management
consultants
Taylor summed up his efficiency
techniques in his 1911 book «The
Principles of Scientific Management».

COMPARISON BETWEEN PERSONNEL
MANAGEMENT AND HUMAN
RESOURCES MANAGEMENT
PERSONNEL MANAGEMENT
Partial Approach
Business Oriented
Static Structure
Employee as a cost element
Patterns and rules
Short-term and domestic
planning
People at working place
HUMAN RESOURCES
MANAGEMENT
Holistic Approach
People Oriented
Dynamic Structure
Employee as the most important
source
Agency mission, culture and
values
Long -term and strategic
planning TÜRKİYE'DE YÖNETİM DANIŞMANLIĞI

EVENTS CONTRIBUTING TO THE
DEVELOPMENT OF HRM
PRACTICES
Factory system
Mass production system
Industrial / organizational psychology 's contributions
Hawthorne research
Human relations movement
Contribution of behavioral science
The increase in regulations
Increasing specialization in Human Resources function

INDUSTRIAL REVOLUTION AND HRM
The first official HRM practices appeared and began to develop as a result of
the Industrial Revolution.
Factories began to need a large number of employees who can use the
machine requires a certain level of expertise skills.
Because of this situation, factory owners needed to people who can train
employees (first human resource managers)

Many business organizations of this period was in the form of
bureaucratic organizations.
From 1911 until 1930, the Human Resources practices, was carried
out by " the personnel department »
1911-Scientific Management Theory (F.W. Taylor)
identify employees with the appropriate skills,
pay incentive fees for increased productivity,
give employees rest breaks,
determine the best method of performing work
 1930-1970 companies started to pay attention:
 Employees participation in decision-making,
 Relationship between job satisfaction and participation in decision-making,
 Absenteeism of employees,
 Employee turnover,
 Unionization efforts

COMPARISON BETWEEN X AND Y
THEORIES ABOUT EMPLOYEES

HAWTHORNE STUDIES
The Hawthorne studies, which were conducted by Elton Mayo and
Fritz Roethlisberger in the 1920s with the workers at the Hawthorne
plant of the Western Electric Company, were part of an emphasis on
socio-psychological aspects of human behavior in organizations.
Hawthorne researchers hypothesized that
choosing one's own coworkers,
working as a group, being treated as special (as evidenced by working in a
separate room),
having a sympathetic supervisor were reasons for increases in worker productivity.
The Hawthorne studies found that
monetary incentives and good working conditions are generally less important in
improving employee productivity than meeting employees' need and desire to
belong to a group and be included in decision making and work.

HAWTHORNE STUDIES

MILITARY PSYCHOLOGY AND
INDUSTRIAL PSYHOLOGY
In both the First and Second World Wars, the British government enlisted
the help of thousands of psychologists to perform research, testing, and
experimentation to determine the selection, placement, and training of its
soldiers.
At the time of the Second World War, there was also a growing recognition
of the cultural influences on man and how they may determine individual
motivations
Many psychologists claim that World War 2 was most responsible for the
emergence of social and cultural psychology as legitimate areas of science.
When the psychological warfare campaign began, governments began to
actively recruit psychologists to take part in planning and testing, and a new
style of systematic field research emerged.
While Hitler openly and enthusiastically engaged psychologists in his war
effort, the British were less inclined less inclined to admit that they too were
using such "illegitimate" techniques for their own campaign.
After war times, these tests were started to use recruitment and selectionTÜRKİYE'DE YÖNETİM DANIŞMANLIĞI

AS A RESULT OF ALL THESE
DEVELOPMENTS PERSONNEL
MANAGEMENT DEPARTMENT’S
RESPONSILITIES EXTENDED BEYOND TO
ADMINISTRATIVE ROLE (STRATEGIC HRM)

TODAY WHY WE NEED HUMAN
RESOURCES MANAGEMENT?
Globalization and increasing competition
To be creative
To have a future vision
To follow technological developments
To reduce input costs

HUMAN RESOURCES
MANAGEMENT FUNCTIONS

TYPES OF AUTHORITY
WHAT IS THE AUTHORITY TYPE OF
HRM?
3 main types of authority can exist within an organization:
Line Authority
Staff Authority
Functional Authority
Each type exists only to enable individuals to carry out the different
types of responsibilities with which they have been charged.

LINE AUTHORITY
The most fundamental authority within an organization, reflects
existing superior-subordinate relationships.
It consists of the right to make decisions and to give order
concerning the production,sales or finance related behaviour of
subordinates.
People directly responsible for these areas within the organization
are delegated line authority to assist them in performing their
obligatory activities.

STAFF AUTHORITY
Staff authority consists of the right to advise or assist those who possess
line authority as well as other staff personnel.
Staff authority enables those responsible for improving the effectiveness of
line personnel to perform their required tasks.
Harold Stieglitz has pinpointed 3 roles that staff personnel typically perform
to assist line personnel:
The Advisory or Counseling Role : In this role, staff personnel use their
professional expertise to solve organizational problems.
The Service Role : Staff personnel in this role provide services that can more
efficiently and effectively be provided by a single centralized staff group
than by many individuals scattered throughout the organization.
The Control Role : Staff personnel help establish a mechanism for evaluating
the effectiveness of organizational plans.

FUNCTIONAL AUTHORITY
Functional authority consists of the right to give orders within a
segment of the organization in which this right is normally non
existent.
This authority is usually assigned to individuals to complement the
line or staff authority they already possess.
It generally covers only specific task areas and is operational only for
designated amounts of time.
It is given to individuals who, in order to meet responsibilities in
their own areas, must be able to exercise some control over
organization members in other areas.

HRM (SMALL SCALE)
Owner/
manager
Production
manager
Sales
manager
Office
manager
Personnel
assistant
accountant

HRM (BIG COMPANY)

REFERENCES
Prof. Dr. M. Şerif ŞİMŞEK ve Doç. Dr. H. Serdar ÖGE, İnsan Kaynakları
Yönetimi, 5. Baskı, Eğitim Yayınevi, Eylül-2012, Konya.
Prof. Dr. Dursun BİNGÖL, İnsan Kaynakları Yönetimi, 7. Baskı, Beta
Yayınları, Eylül-2010, İstanbul.

What is Human Resources Management?

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