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This study, first published in 1986, examines and evaluates the personnel techniques and activities that were characteristic of one period in American industrial life. In later years these techniques and activities came to be known as personnel management or personnel administration. By these terms is meant the policies, procedures, and programs that were introduced by companies for the purpose of bringing about constructive and harmonious relationships between management and its own employees. This title will be of interest to students of business studies and human resource management.
Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? In Managing the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management, Managing the Human Factor will be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.
Contents: The Study, Genesis of Personnel Profession in India Upto 1947, Current Status of Personnel Profession in India: Historical Facts, Current Status of Personnel Profession in India: Results of the Opinion Survey, Evaluating the Professional Status of Personnel and Predicting its Future in India.
Winner, Association of American Publishers' Professional and Scholarly Publishing Award in Business, Management and Accounting In the late nineteenth century, corporate managers began to rely on photography for everything from motion studies to employee selection to advertising. This practice gave rise to many features of modern industry familiar to us today: consulting, "scientific" approaches to business practice, illustrated advertising, and the use of applied psychology. In this imaginative study, Elspeth H. Brown examines the intersection of photography as a mass technology with corporate concerns about efficiency in the Progressive period. Discussing, among others, the work of Frederick W. Taylor, Eadweard Muybridge, Frank Gilbreth, and Lewis Hine, Brown explores this intersection through a variety of examples, including racial discrimination in hiring, the problem of photographic realism, and the gendered assumptions at work in the origins of modern marketing. She concludes that the goal uniting the various forms and applications of photographic production in that era was the increased rationalization of the modern economy through a set of interlocking managerial innovations, technologies that sought to redesign not only industrial production but the modern subject as well.
The new edition of the canonical text on the history and development of management thought Far more than a chronicle of the historical development of modern management’s many roots, the newly released ninth edition of The Evolution of Management Thought by Daniel A. Wren and Arthur G. Bedeian is a fascinating telling of how ideas about the nature of work, the nature of human beings, and the nature of organizations have changed throughout history. Its methodology is analytic, synthetic, and interdisciplinary. It is analytic, in that it examines the backgrounds, experiences, and beliefs of people who made significant contributions to management thinking. It is synthetic, in that it weaves developmental trends, social movements, and environmental forces into a conceptual framework for understanding how management thinking has evolved within and across generations. It is interdisciplinary, in that it draws insights from economics, history, political science, psychology, and sociology to explain why management thinking has developed as it has. The authors trace the intellectual history of modern management thought as an activity and as an academic discipline in a way that makes reading The Evolution of Management Thought a thoroughly enjoyable encounter. Designed for upper-level and graduate courses, this new edition further cements The Evolution of Management Thought’s place as the standard text in the field of management history for more than half a century.
The YMCA and the YWCA have been an integral part of America's urban landscape since their emergence almost 150 years ago. Yet the significant influence these organizations had on American society has been largely overlooked. Men and Women Adrift explores the role of the YMCA and YWCA in shaping the identities of America's urban population. Examining the urban experiences of the single young men and women who came to the cities in search of employment and personal freedom, these essays trace the role of the YMCA and the YWCA in urban America from the mid-nineteenth century to the present. The contributors detail the YMCA's early competition with churches and other urban institutions, the associations' unique architectural style, their services for members of the working class, African Americans, and immigrants, and their role in defining gender and sexual identities. The volume includes contributions by Michelle Busby, Jessica Elfenbein, Sarah Heath, Adrienne Lash Jones, Paula Lupkin, Raymond A. Mohl, Elizabeth Norris, Cliff Putney, Nancy Robertson, Thomas Winter, and John D. Wrathall.
Providing a thorough overview of the political nature and dynamics of the world of work, labour and employment, this timely Handbook draws together an interdisciplinary range of top contributors to explore the interdependent relationship between politics and labour, work and employment. The Handbook explores the purpose, roles, rights and powers of employers and management, workers and unions, states and governments in the age of globalised neo-liberalism.
Acknowledgments1. The YMCA, Gender, Class, and Social Change, 1877-1920: An Introduction2. "A Zeal for Religious Work and an Open Door of Opportunity": YMCA Secretaries and Nineteenth-Century Ideals of Manhood3. "We Have Only to Step in and Occupy the Land": The YMCA, Labor Conflict, and the Rise of Welfare Capitalism4. "To Aid in the Upbuilding of Character": The YMCA, Welfare Capitalism, and a Language of Manhood5. "A Most Effective Ally in the Work of Labor Advancement": Workingmen and the YMCA6. "None of Your Milk-and-Water Sops, Flabby-Handed and Mealy-Mouthed, for Dealing with Such Men": The YMCA, the Secretaryship, and Professionalization7. Personality, Character, and Self-Expression: The YMCA and a Language of Manhood and ClassConclusionNotesBibliographyIndex Copyright © Libri GmbH. All rights reserved.
The exceptional weakness of the American labor movement has often been attributed to the successful resistance of American employers to unionization and collective bargaining. However, the ideology deployed against labor's efforts to organize at the grassroots level has received less attention. In Citizen Employers, Jeffrey Haydu compares the very different employer attitudes and experiences that guided labor-capital relations in two American cities, Cincinnati and San Francisco, in the period between the Civil War and World War I. His account puts these attitudes and experiences into the larger framework of capitalist class formation and businessmen's collective identities. Cincinnati and San Francisco saw dramatically different developments in businessmen's class alignments, civic identities, and approach to unions. In Cincinnati, manufacturing and commercial interests joined together in a variety of civic organizations and business clubs. These organizations helped members overcome their conflicts and identify their interests with the good of the municipal community. That pervasive ideology of "business citizenship" provided much of the rationale for opposing unions. In sharp contrast, San Francisco's businessmen remained divided among themselves, opted to side with white labor against the Chinese, and advocated treating both unions and business organizations as legitimate units of economic and municipal governance. Citizen Employers closely examines the reasons why these two bourgeoisies, located in comparable cities in the same country at the same time, differed so radically in their degree of unity and in their attitudes toward labor unions, and how their views would ultimately converge and harden against labor by the 1920s. With its nuanced depiction of civic ideology and class formation and its application of social movement theory to economic elites, this book offers a new way to look at employer attitudes toward unions and collective bargaining. That new approach, Haydu argues, is equally applicable to understanding challenges facing the American labor movement today.