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Summary HRM3704 COMPREHENSIVE STUDY NOTES
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- University Of South Africa (Unisa)
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HRM3704 STUDY NOTES1|Page
, Chapter 1: Human Resource Managements role in the Evolving Paradigm
The origins of HRM
Formal HR practices evolved only at the beginning of the Industrial Revolution,
The researcher McKee has successfully described these paradigm shifts in business life and has also identified the
evolving role of HRM function.
The categories of change that McKee has identified within businesses can be group into four distinct periods:
The mechanistic period. - Associated with the 1940s and 195os when manufacturing was the driving force in
industry.
Period saw the birth of the personnel/industrial relations profession. The main focus of the HR function was of an
administrative nature. Period also saw the emergence of benefit programmes as an area of interest.
The legalistic period. - 1960s and 1970s saw an unprecedented amount of legislation in the social and employment
areas. Legislation began a trend towards the regulation of the workforce beyond the union contract and company
rules. Training and development began to emerge as a separate and specialised area of HRM and continues to play
an important and vital role.
1970s, the first HR information systems application (the computerisation of the salary database) was started.
The organistic period. - Tremendous organisational change started to take place in the 1980s - globalisation,
mergers, acquisitions, re-engineering, and downsizing
HRM function faced numerous challenges (e.g. an increasingly diverse workforce and an increase of awareness of
work and family issues). Movement towards cost and profit centres became an important issue for HRM, as did the
implementation of more command-and-control policies and procedures to save the organisation from failing to deal
with the turbulent environment.
Period seen as the height of HRM specialization.
The strategic period. - 1990s has become known as the strategic period. Strategic thinking and planning emerged as
the most prominent activity to deal with the continual change faced by corporate organisations.
Organisations were in flux, with structures ranging from webs to networks and matrices.
The HRM function now became a true strategic partner, reporting to the CEO and interacting with the Board of
Directors
Beyond 2000, McKee called this period the catalytic period.
In this period, following issues would play major roles:
Increase in cross-border employment
A workforce comfortable in, and with, other cultures
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