Many operational functions exist inside organisations. HRD is one of the roles that interacts with an organization's tasks. There was no such thing as a Human Resource Department or Division in the early 1970s. By that time, the organisation only had a division called "Personnel" that dealt with labour issues.
By the end of the nineteenth century, personnel management had been established. This was centred on the wellbeing of workers in the organisations at the time. The officers of the Personnel Department were dubbed "Welfare Officers" based on the jobs they completed. The unique aspect was that at the time, women were in charge of employee welfare.
Many organisations saw rapid expansion and changes in operational needs and goals over the period 1914-1939. As a result of the intricacy of the work, women's responsibilities moved to men's. At the time, these officers were referred to as "labour managers."
During the post-World War II period, from 1945 to 1979, this evolved into "Personnel Management," with Personnel Management focusing mostly on personnel administration and law.
The global economy progressively transformed in the late 1970s, and corporations began to view labour as a valuable resource. The concept of "Human Resource Management" was first introduced in the 1980s, and it has steadily grown since then, especially in the 1990s. Finally, the responsibilities and activities of people management were transferred to Human Resource Management, which is currently more widely used in businesses than Personnel Management.
Today, firms that provide high-quality products have an advantage over their competitors; but, a company's advantage tomorrow will be determined only by the calibre of its employees.
Today, that prophesied future has become a reality. Most managers in public and private sector businesses of all sizes would agree that their most valuable asset is their employees. Having qualified employees on staff does not ensure that a company's human resources will provide a competitive edge. However, a company must guarantee that its workers are competent, put in suitable roles, appropriately taught, managed efficiently, and dedicated to the firm's success in order to remain competitive, develop and diversify.
HRM aims to optimise worker's contributions in order to achieve maximum production and effectiveness while also achieving individual and societal goals.
