Human Resource Development
Introduction
The Industrial Revolution caused factories to evolve and to create tremendous challenges to organisation and management. Managing these new organisations with the requirement of managing large flows of material, people, and information over large distances created the need for some methods for dealing with the new management issues (Wertheim, 2003).
Wertheim, ( 2003) attempted to systematically analyse human behaviour at work, looked at interaction of human characteristics, social environment, task, and physical environment, capacity, speed, durability, and cost. The overall goal was to remove human variability (Wertheim, 2003). Of course, many workers resisted what some considered the dehumanization of work. Despite the economic progress brought about in part by the Industrial Revolution, critics were calling attention to the severe Labour/management conflict, apathy, boredom, and wasted human resources (Wertheim. 2003).
The growing concern on human resources management has led to the development of newer assumptions within an organisation. The traditional assumptions state that people try to satisfy one class of need at work, there is no conflict between individual and organizational objectives, people act rationally to maximize rewards, and people act individually to satisfy individual needs (Wertheim, 2003).
On the other hand, the human relations assumptions state that; organisations are social systems, not just technical economic systems; people are motivated by many needs; people are not always logical, people are interdependent, as their behaviour is often shaped by the social context; informal work group is a major factor in determining attitudes and performance of individual workers; management is only one factor affecting behaviour; the informal group often has a stronger impact; and job roles are more complex than job descriptions would suggest.
Covey (1989) addresses the issue of the need to become principle-cantered individuals; there are some principles that are more important than the success or even the continuance of our business. Those who let their business fall rather than set aside their ethical standards can return to do business again someday, since they were able to maintain their integrity and their reputation (Cotton, 1998). Those who cave in to the pressures to keep the business alive may be caught and end up losing their reputation and thus deprive themselves of a platform from which to rebuild their lives and businesses (Cotton, 1998).
McNair (1998) suggests the following principles for business and professional success (Cotton, 1998):
Show proper respect for authority; have a singleness of purpose as divided purposes dilute effectiveness when interests conflict; use effective communication in word and deed because complete communications and predictable follow-through are the basic expressions of personal integrity. Moreover, employer must provide proper rest, recreation, and reflection. This ensures a quality of life that will be reflected in creativity, productivity, and motivation. Rest is a necessity for effectiveness. Recreation guards the mind against mental and emotional fatigue. Reflection promotes self-monitoring, allows for mid-course corrections, and ensures single-mindedness.
Show respect for human life, dignity, and rights. This encompasses product quality and service, the work environment, health and safety, personnel policies and responsibilities, and competitive practices. In line with this, this paper attempts to evaluate the importance of first aid trainings among employees at Potomac Job Corp Centre.
Credit:ivythesis.typepad.com
0 comments:
Post a Comment