Personnel to HRM: key points In UK personnel originated with welfare role Welfare Workers Association – forerunner of the current CIPD – formed in 1924 Welfare role associated with low status and influence – ‘Cinderella function’ Growth of large-scale organisation changed this – need for ‘people professionals’ with specialist roles Tyson and Fell (1986) – clerical, negotiator, strategic actor Unlocking Human Resource Management Chapter 1

Personnel to HRM: key points Professionalisation of personnel function – need for specific qualifications Post-1980 rise of Human Resource Management Sophisticated HRM – strategic and business- driven, integrated, owned by line managers Business-driven agenda to fore; possible neglect of ethical, employee-focused and welfare roles Unlocking Human Resource Management Chapter 1

Personnel to HRM: key points In twenty-first century, link between HRM and business performance now a major concern although evidence weak Attention shifts to translating strategy into effective operations Focus on what takes place within organisations – the ‘black box’ and role of line managers in operationalising strategy Focus on how HR function contributes to adding value Unlocking Human Resource Management Chapter 1

Personnel to HRM: key points Models for the HR function influenced by work of Dave Ulrich - business partner - administrative expert - change agent - employee champion Much interest shown by organisations in HR involvement in business partnering but also in employee champion linked to employee engagement Unlocking Human Resource Management Chapter 1

Learning summary By the end of this chapter you should: Understand the origins of personnel management and how these have shaped the development of the profession Appreciate the tensions and ambiguities in the personnel/HR role Understand the essential features of HRM and its claim to distinctiveness Appreciate potential for HRM to raise the profile, influence and status of the function Unlocking Human Resource Management Chapter 1