The notion of "human as a resource" emerged primarily during the industrial revolution and has since evolved into a fundamental concept in modern management theory (Kaufman, 2014). This conceptualization has shaped organizational practices and human resource management strategies across industries (Beer et al., 2015).
Industrial Revolution Origins
The systematic view of humans as productive resources began during the industrial revolution, when labor became increasingly standardized and quantifiable. Frederick Taylor's scientific management principles formalized this approach through time-motion studies and standardization of work processes (Taylor, 1911/2004). Mayo's (1933) Hawthorne studies later challenged this mechanistic view, introducing human relations theory to management thought.
Evolution of Human Resource Management
The transition from "personnel management" to "human resource management" reflected a paradigm shift in organizational thinking (Legge, 2005). Drucker (1954) popularized the term "human resources," emphasizing workers as valuable organizational assets rather than mere cost factors.
Advantages of the Resource Perspective
Research by Huselid (1995) demonstrated that strategic human resource management practices correlate with Enhanced productivity, Improved financial performance and Lower employee turnover.
Limitations and Ethical Concerns
Critics like Greenwood (2002) and Legge (2005) identify several problematic aspects such as Dehumanization risks, Reduction of complex human attributes to metrics and Ethical implications of instrumentalization.
Contemporary Developments
Shifting Paradigms
Recent scholarship (Ulrich & Dulebohn, 2015) identifies emerging trends in Employee well-being initiatives, Work-life balance consideration, Personal development emphasis and Sustainable human resource management (Ehnert, 2009).
Implications for Practice
Organizational Level
Meta-analyses (Combs et al., 2006) show positive relationships between High-performance work practices, Organizational performance and Employee satisfaction.
Policy Level
International Labor Organization standards (ILO, 2018) emphasize the requirements of Worker rights protection, Ethical treatment guidelines, Sustainable practices.
Conclusion
While the "human as resource" conceptualization has provided valuable frameworks (Guest, 2017), its limitations necessitate more nuanced approaches balancing efficiency with human dignity. Future research should explore integrative models that honour both organizational and human needs.
References
Beer, M., Boselie, P., & Brewster, C. (2015). Back to the future: Implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), 427-438.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
Ehnert, I. (2009). Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective. Springer.
Greenwood, M. R. (2002). Ethics and HRM: A review and conceptual analysis. Journal of Business Ethics, 36(3), 261-278.
Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
Kaufman, B. E. (2014). The historical development of American HRM broadly viewed. Human Resource Management Review, 24(3), 196-218.
Legge, K. (2005). Human Resource Management: Rhetorics and Realities (Anniversary ed.). Palgrave Macmillan.
Taylor, F. W. (2004). Scientific Management. Routledge. (Original work published 1911)
Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR? Human Resource Management Review, 25(2), 188-204.
Good blog entry on how human resources should be viewed as a strategic resource. Pervasive focus on the part of employees in the growth of organisations underlines the importance of HRM practices. Close count for the appreciation of all that HR does!
ReplyDeleteSuraj tries to explain how the idea of “human as a resource” started during the industrial revolution and has evolved over time. It highlights the shift from viewing workers as costs to seeing them as valuable assets. The post also discusses the benefits of strategic human resource management, like better productivity and lower turnover. It mentions recent trends like employee well-being and work-life balance. Overall, this is a good describe according to the topic.
ReplyDeleteThe evolution of "human as a resource" highlights the shift from viewing employees as costs to recognizing their intrinsic value, shaping modern HR practices that prioritize employee engagement and productivity.
ReplyDeleteThe post effectively traces the development of the concept human as a resource indicating both the historical roots and contemporary implications. It critically weighs the consideration of efficiency with human dignity calling for subtle approaches from HRM that respect the needs of individuals while fostering their success within organizations. A thought provoking look at a very vital topic.
ReplyDeleteGood Mr.suraj thoughtfully explores the idea of viewing employees as whole individuals, not just “human resources.” It highlights how respecting personal identities, goals, and values in the workplace leads to a more motivated and loyal workforce. Recognizing employees' unique contributions and encouraging personal growth ultimately benefits both the individual and the organization. A meaningful read that sheds light on the importance of seeing people beyond their job roles.
ReplyDeleteAmila, please start your discussion on 'The Conceptualization of Humans as Resources.' In the past, employees were treated as costs, but now they are seen as more valuable than any other assets. This shift is significant because while other assets can only make things possible, it is human resources that make things happen.
ReplyDeleteAs you mentioned, it is essential to view humans as assets rather than costs. Ultimately, any organization can succeed and sustain itself only if its employees work toward their targets. To achieve this, employees must be given the respect they deserve, as everyone has dignity. This is a good post not to be missed.
The concept of "human as a resource" highlights the importance of employees in achieving organizational goals. Balancing productivity with human dignity is crucial. Modern HR practices must prioritize employee well-being and development to create a work culture that values both efficiency and individual respect.
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