The history of human resource management - Revision history

Designing Buildings at 08:41, 1 November 2020

2020-11-01T08:41:32Z

← Older revision		Revision as of 08:41, 1 November 2020
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	* Productivity		* Productivity

−	[[Category:History]]	+	[[Category:DCN_Commentary]] [[Category:DCN_Guidance]] [[Category:History]]

Designing Buildings at 15:28, 9 September 2016

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← Older revision		Revision as of 15:28, 9 September 2016
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	-----		-----
	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User:CIOB\|Chartered Institute of Building]].		This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User:CIOB\|Chartered Institute of Building]].
		+
		+	--[[User:CIOB\|CIOB]]

	= Find out more =		= Find out more =

Designing Buildings at 08:02, 31 January 2016

2016-01-31T08:02:34Z

← Older revision		Revision as of 08:02, 31 January 2016
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	* Appointing consultants.		* Appointing consultants.
		+	* Can relationships in and between organisations make tangible differences to business performance?
	* Collaborative practices.		* Collaborative practices.
	* Identifying the causes of trends in construction labour productivity.		* Identifying the causes of trends in construction labour productivity.

Designing Buildings at 07:25, 31 January 2016

2016-01-31T07:25:13Z

← Older revision		Revision as of 07:25, 31 January 2016
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−
	Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subsequent rewards. But factory conditions were often unacceptable and initially factory work was resisted. Workers encountered harsh conditions with strict regimes and little consideration for their welfare. Men, women and children worked, were fed and housed in poor conditions.		Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subsequent rewards. But factory conditions were often unacceptable and initially factory work was resisted. Workers encountered harsh conditions with strict regimes and little consideration for their welfare. Men, women and children worked, were fed and housed in poor conditions.

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	The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker-centred function whereas the human resource manager is a resource-centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.		The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker-centred function whereas the human resource manager is a resource-centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.

−	----	+	-----
−		+	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User:CIOB\|Chartered Institute of Building]].
−	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User~~%3ACIOB~~\|Chartered Institute of Building]].	+

	= Find out more =		= Find out more =

	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*Appointing consultants.	+
−	*Collaborative practices.	+	* Appointing consultants.
−	*Leadership styles.	+	* Collaborative practices.
−	*Team behavioural roles.	+	* Identifying the causes of trends in construction labour productivity.
−	*Team building.	+	* Leadership styles.
−	*Productivity	+	* Team behavioural roles.
		+	* Team building.
		+	* Productivity

	[[Category:History]]		[[Category:History]]

Designing Buildings at 07:29, 9 October 2015

2015-10-09T07:29:51Z

← Older revision		Revision as of 07:29, 9 October 2015
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	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
−	*~~Appointment~~.	+	*Appointing consultants.
	*Collaborative practices.		*Collaborative practices.
	*Leadership styles.		*Leadership styles.

2.28.40.86 at 13:06, 12 September 2013

2013-09-12T13:06:32Z

← Older revision		Revision as of 13:06, 12 September 2013
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	Recently, employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as The Working Time Directive restricting the working week to a maximum of 48 hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation. There have also been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.		Recently, employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as The Working Time Directive restricting the working week to a maximum of 48 hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation. There have also been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.

−	Meanwhile, manufacturing in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding and steel production have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. ~~These~~ have now been replaced with smaller businesses. The service industries have grown as manufacturing has declined. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing trends. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.	+	Meanwhile, manufacturing in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding and steel production have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. They have now been replaced with smaller businesses. The service industries have grown as manufacturing has declined. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing trends. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.

	Personnel departments have undergone massive changes in the last 20 years. The personnel department traditionally controlled all issues concerned with employees, such as; recruitment, selection, training, appraisals, record keeping and so on. Many of these functions are now carried out elsewhere. Consultants recruit and recommend new staff. Line managers carry out appraisals, disciplinary and grievance procedures and outside agencies provide training and education for staff.		Personnel departments have undergone massive changes in the last 20 years. The personnel department traditionally controlled all issues concerned with employees, such as; recruitment, selection, training, appraisals, record keeping and so on. Many of these functions are now carried out elsewhere. Consultants recruit and recommend new staff. Line managers carry out appraisals, disciplinary and grievance procedures and outside agencies provide training and education for staff.

−	The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker centred function whereas the human resource manager is a resource centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.	+	The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker-centred function whereas the human resource manager is a resource-centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.

	----		----

2.28.40.86 at 11:58, 12 September 2013

2013-09-12T11:58:13Z

← Older revision		Revision as of 11:58, 12 September 2013
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	In the late 1920's and early 1930's the Hawthorn experiments, famously presented by Elton Mayo, recognised that better production could be achieved by treating workers as cooperative participants in the process and by considering them to be social and team members.		In the late 1920's and early 1930's the Hawthorn experiments, famously presented by Elton Mayo, recognised that better production could be achieved by treating workers as cooperative participants in the process and by considering them to be social and team members.

−	Following the Second World War there was a period of full employment. Expectations of workers were high. There was a rise in material expectations (originating from the USA) and the Trades Unions became powerful drivers of change. The first personnel managers came into being, partly to negotiate terms and conditions of employment, collectively, with Trades Unions. Between the early 1960's and the mid 1980's Trades Union influence steadily increased, redressing the balance of previous exploitation.	+	Following the Second World War there was a period of full employment. Expectations of workers were high. There was also a rise in material expectations (originating from the USA) and the Trades Unions became powerful drivers of change. The first personnel managers came into being, partly to negotiate terms and conditions of employment, collectively, with Trades Unions. Between the early 1960's and the mid 1980's Trades Union influence steadily increased, redressing the balance of previous exploitation.

−	However, this influence drastically reduced in the mid 1980's with confrontations between unions, employers and governments. Legislation limited the activities of unions and this together with the recession of the late 1980's kept union influence at a relatively low level.	+	However, this influence drastically reduced in the mid 1980's with confrontations between unions, employers and governments. Legislation limited the activities of unions and this together with the recession of the late 1980's kept union influence at a relatively low level.

−	Recently employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as ~~“The~~ Working Time ~~Directive”~~ restricting the working week to a maximum of 48-hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation. There have also been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.	+	Recently, employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as The Working Time Directive restricting the working week to a maximum of 48 hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation. There have also been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.

	Meanwhile, manufacturing in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding and steel production have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. These have now been replaced with smaller businesses. The service industries have grown as manufacturing has declined. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing trends. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.		Meanwhile, manufacturing in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding and steel production have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. These have now been replaced with smaller businesses. The service industries have grown as manufacturing has declined. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing trends. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.
Line 22:		Line 22:
	----		----

−	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number: 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User~~:CIOB~~\|Chartered Institute of Building]].	+	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User%3ACIOB\|Chartered Institute of Building]].

	= Find out more =		= Find out more =
Line 28:		Line 28:
	=== Related articles on Designing Buildings Wiki ===		=== Related articles on Designing Buildings Wiki ===
	*Appointment.		*Appointment.
−	*Collaborative ~~pracitices~~.	+	*Collaborative practices.
		+	*Leadership styles.
	*Team behavioural roles.		*Team behavioural roles.
	*Team building.		*Team building.

Designing Buildings at 16:10, 11 September 2013

2013-09-11T16:10:41Z

← Older revision		Revision as of 16:10, 11 September 2013
Line 1:		Line 1:

−	Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subsequent rewards. ~~Factory~~ conditions were often unacceptable and ~~it is easy to see why~~ initially factory work was resisted.	+	Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subsequent rewards. But factory conditions were often unacceptable and initially factory work was resisted. Workers encountered harsh conditions with strict regimes and little consideration for their welfare. Men, women and children worked, were fed and housed in poor conditions.

−	~~Workers encountered harsh~~ conditions ~~with strict regimes~~ and ~~little consideration~~ for their ~~welfare~~. ~~Men~~, ~~women~~ and ~~children worked~~, ~~were fed~~ and ~~housed in poor conditions~~.	+	Scientific Management, developed by FW Taylor and F Gilbreth changed systems of work. Production was analysed in minute detail and workers’ conditions improved as a result of being part of the production process. At the same time a number of philanthropic employers emerged, inspired by social and religious consciences, they set about improving working and other welfare conditions for their employees. The best known of these were Robert Owen, the Cadbury family, the Rowntree family and the Lever Brothers. In addition, social commentators such as Charles Dickens, and later George Orwell, raised awareness and created the climate for improvement generally.

−	~~Scientific Management, developed by FW Taylor and F Gilbreth changed systems of work. Production was looked at in minute detail and workers’~~ conditions ~~improved as a result of being part of~~ the ~~production process. At the same time~~ a ~~number of philanthropic employers emerged. They were inspired by social~~ and ~~religious consciences~~ and ~~greatly improved working~~ and ~~other~~ welfare ~~conditions for their employees~~. ~~The best known of these were Robert Owen~~, the ~~Cadbury family, the Rowntree family~~ and the ~~Lever Brothers. In addition to these, social commentators such as Charles Dickens,~~ and ~~later George Orwell, raised awareness and created the climate for improvement generally~~.	+	Welfare officers emerged to improve conditions for the workforce, a buffer between worker and manager, and to educate workers in health, safety and hygiene. The first institute for welfare officers was formed in 1913. However, the First World War and subsequent economic depression served again to repress the rights of workers and Trades Unions.

−	~~Welfare officers emerged to improve welfare conditions of~~ the ~~workforce~~, ~~a buffer between worker and manager and to educate~~ workers in ~~health, safety and hygiene matters. The first institute for welfare officers was formed in 1913. However,~~ the ~~First World War~~ and ~~subsequent economic depression served~~ to ~~repress the rights of workers~~ and ~~Trades Unions~~.	+	In the late 1920's and early 1930's the Hawthorn experiments, famously presented by Elton Mayo, recognised that better production could be achieved by treating workers as cooperative participants in the process and by considering them to be social and team members.

−	In the ~~late 1920~~'s and ~~early 1930~~'s the Hawthorn experiments famously presented by Elton Mayo recognised that better production could be achieved by treating workers as cooperative participants in the process and by considering workers as social and team members.	+	Following the Second World War there was a period of full employment. Expectations of workers were high. There was a rise in material expectations (originating from the USA) and the Trades Unions became powerful drivers of change. The first personnel managers came into being, partly to negotiate terms and conditions of employment, collectively, with Trades Unions. Between the early 1960's and the mid 1980's Trades Union influence steadily increased, redressing the balance of previous exploitation.

−	~~Following~~ the ~~Second World War there was a period of full employment~~. ~~Expectations~~ of ~~workers were high. There was a rise in material expectations (originating from the USA)~~ and the ~~Trades Unions became powerful drivers~~ of ~~change~~.	+	However, this influence drastically reduced in the mid 1980's with confrontations between unions, employers and governments. Legislation limited the activities of unions and this together with the recession of the late 1980's kept union influence at a relatively low level.

−	~~The first personnel managers came into being, partly~~ to ~~negotiate terms and conditions~~ of ~~employment, collectively, with Trades Unions~~. ~~Between~~ the ~~early 1960's~~ and ~~the mid 1980's~~ Trades ~~Union influence steadily increased~~, ~~redressing~~ the ~~balance of previous exploitation~~.	+	Recently employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as “The Working Time Directive” restricting the working week to a maximum of 48-hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation. There have also been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.

−	~~This influence drastically reduced~~ in the ~~mid 1980's with the confrontations between unions~~, ~~employers~~ and ~~governments~~. ~~Legislation drastically reduced~~ the ~~influence of unions~~ and ~~this together~~ with ~~the recession of the late 1980's kept union influence at a relatively low level~~. ~~Recently employee’s rights are increasing again. Evidence of this can be seen in EU legislation such~~ as ~~“The Working Time Directive” restricting the~~ working ~~week to a maximum of 48-hours~~. It is ~~expected that further increases in the rights~~ of ~~individuals~~ and ~~trades unions will be introduced through European Directives~~ and ~~then into national legislation~~.	+	Meanwhile, manufacturing in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding and steel production have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. These have now been replaced with smaller businesses. The service industries have grown as manufacturing has declined. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing trends. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.

−	~~Recently there~~ have ~~been signs that Trades Unions are again becoming more militant~~. ~~Strikes~~ and ~~other forms~~ of ~~industrial action~~ are ~~becoming more prevalent~~, ~~an example being the recent UK fire brigades strikes~~ and ~~their subsequent dissatisfaction with agreements made to settle the strike~~.	+	Personnel departments have undergone massive changes in the last 20 years. The personnel department traditionally controlled all issues concerned with employees, such as; recruitment, selection, training, appraisals, record keeping and so on. Many of these functions are now carried out elsewhere. Consultants recruit and recommend new staff. Line managers carry out appraisals, disciplinary and grievance procedures and outside agencies provide training and education for staff.

−	~~Manufacturing industry in~~ the ~~EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding, steel production etc. have suffered from greatly increased Asian competition. These industries used~~ to ~~employ many workers, all employed~~ on the ~~same terms and conditions, bargained (and sometimes fought for) nationally~~. ~~These have been replaced today with smaller businesses~~. ~~The service industry has grown as manufacturing has fallen. Peoples’ working conditions have changed~~. ~~A job for life~~ is ~~now~~ a ~~thing of~~ the ~~past~~. ~~Short-term contracts, job sharing and part-time employment are recent and growing employment methods. This will lead, in many cases,~~ to ~~greater employee anxiety resulting from greater uncertainty~~.	+	The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker centred function whereas the human resource manager is a resource centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.

−	Personnel departments have undergone massive changes in the last 20 years. The personnel department traditionally controlled all issues concerned with employees; examples being: recruitment; selection; training; appraisals; keeping of records; etc. Many of these functions are now carried out elsewhere. Consultants recruit and recommend new staff. Line managers carry out appraisals, disciplinary and grievance procedures and outside agencies carry out training and education of staff.	+	----

−	The ~~role~~ of the ~~human resource manager~~ is ~~now to advise~~ the ~~organisation on~~ the ~~resource~~ of ~~people~~. ~~This could be internal or external to the organisation~~. ~~This then is the distinction between a personnel manager and a human resource manager~~. ~~The personnel manager is a worker centred function whereas the human resource manager is a resource centred function~~. ~~The trend has been for organisations to devolve traditional personnel duties to line managers~~.	+	This text is adapted from HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION, by David Eaton, Salford 2008. The original manual was developed within the scope of the LdV program, project number: 2009-1-PL1-LEO05-05016 entitled “Common Learning Outcomes for European Managers in Construction”. It is reproduced here in a slightly modified form with the kind permission of the [[User:CIOB\|Chartered Institute of Building]].
		+
		+	= Find out more =
		+
		+	=== Related articles on Designing Buildings Wiki ===
		+	*Appointment.
		+	*Collaborative pracitices.
		+	*Team behavioural roles.
		+	*Team building.
		+	*Productivity
		+
		+	[[Category:History]]

Designing Buildings: Created page with " Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subse..."

2013-09-11T15:44:25Z

Created page with " Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subse..."

New page

Before the industrial revolution people lived mainly off the land. The first factories gave people the opportunity to improve their lives with guarantees of employment and subsequent rewards. Factory conditions were often unacceptable and it is easy to see why initially factory work was resisted.

Workers encountered harsh conditions with strict regimes and little consideration for their welfare. Men, women and children worked, were fed and housed in poor conditions.

Scientific Management, developed by FW Taylor and F Gilbreth changed systems of work. Production was looked at in minute detail and workers’ conditions improved as a result of being part of the production process. At the same time a number of philanthropic employers emerged. They were inspired by social and religious consciences and greatly improved working and other welfare conditions for their employees. The best known of these were Robert Owen, the Cadbury family, the Rowntree family and the Lever Brothers. In addition to these, social commentators such as Charles Dickens, and later George Orwell, raised awareness and created the climate for improvement generally.

Welfare officers emerged to improve welfare conditions of the workforce, a buffer between worker and manager and to educate workers in health, safety and hygiene matters. The first institute for welfare officers was formed in 1913. However, the First World War and subsequent economic depression served to repress the rights of workers and Trades Unions.

In the late 1920's and early 1930's the Hawthorn experiments famously presented by Elton Mayo recognised that better production could be achieved by treating workers as cooperative participants in the process and by considering workers as social and team members.

Following the Second World War there was a period of full employment. Expectations of workers were high. There was a rise in material expectations (originating from the USA) and the Trades Unions became powerful drivers of change.

The first personnel managers came into being, partly to negotiate terms and conditions of employment, collectively, with Trades Unions. Between the early 1960's and the mid 1980's Trades Union influence steadily increased, redressing the balance of previous exploitation.

This influence drastically reduced in the mid 1980's with the confrontations between unions, employers and governments. Legislation drastically reduced the influence of unions and this together with the recession of the late 1980's kept union influence at a relatively low level. Recently employee’s rights are increasing again. Evidence of this can be seen in EU legislation such as “The Working Time Directive” restricting the working week to a maximum of 48-hours. It is expected that further increases in the rights of individuals and trades unions will be introduced through European Directives and then into national legislation.

Recently there have been signs that Trades Unions are again becoming more militant. Strikes and other forms of industrial action are becoming more prevalent, an example being the recent UK fire brigades strikes and their subsequent dissatisfaction with agreements made to settle the strike.

Manufacturing industry in the EU has been drastically reduced. Large manufacturing industries such as mining, shipbuilding, steel production etc. have suffered from greatly increased Asian competition. These industries used to employ many workers, all employed on the same terms and conditions, bargained (and sometimes fought for) nationally. These have been replaced today with smaller businesses. The service industry has grown as manufacturing has fallen. Peoples’ working conditions have changed. A job for life is now a thing of the past. Short-term contracts, job sharing and part-time employment are recent and growing employment methods. This will lead, in many cases, to greater employee anxiety resulting from greater uncertainty.

Personnel departments have undergone massive changes in the last 20 years. The personnel department traditionally controlled all issues concerned with employees; examples being: recruitment; selection; training; appraisals; keeping of records; etc. Many of these functions are now carried out elsewhere. Consultants recruit and recommend new staff. Line managers carry out appraisals, disciplinary and grievance procedures and outside agencies carry out training and education of staff.

The role of the human resource manager is now to advise the organisation on the resource of people. This could be internal or external to the organisation. This then is the distinction between a personnel manager and a human resource manager. The personnel manager is a worker centred function whereas the human resource manager is a resource centred function. The trend has been for organisations to devolve traditional personnel duties to line managers.