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Beschreibung
Karteikarten von Taylor Duysen, aktualisiert more than 1 year ago
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Erstellt von Taylor Duysen
vor etwa 9 Jahre
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| Frage | Antworten |
| 1900s | Scientific |
| 1920s | Human relations |
| Hawthorne Studies | Human relations |
| 1950s | Personnel Management |
| 1970s | Human Resource management |
| What are the problems associated with scientific management? | Big short term gains because of efficiency Workers dissatisfied Monotony and Boredom - lower productivity and a less safe work environment |
| What are the benefits of Scientific management? | Mechanistic approach - effective in the short term Workers get their jobs done and then go (clock-card culture) |
| What are the benefits of Human Relations management? | Cheaper: Employer attitude affects output more than wages Fulfills social needs of employees Loyalty, leadership and participation helps to increase productivity |
| What are the negatives of Human relations management? | All people are different - some respond whilst others do not Cannot solve complex issues in an organisation |
| What is Personnel management? | Beginnings of a more contingent approach to managing employees Personnel department - job design and training HR managers focused on interpreting the requirements of particular situations |
| What are the key characteristics of human resource management? | People seen as valuable resources to an organisation feelings, dreams, ambitions, needs Aim is to increase productivity through helping each other reach his/her ambitions/potential |
| What are some key differences between HR and PM? | HR - Employees are used for mutual benefit, Proactive and long term PM - employees are used for organisation's benefit , reactive and short term |
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