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During the middle of the last century, larger corporations, typically those in the United States that emerged after the Second World War, recruited personnel from the US Military and were able to apply new selection, training, leadership, and management development techniques, originally developed by the Armed Services, working with, for example, university-based occupational psychologists. Similarly, some leading European multinationals, such as Shelland Phillipsdeveloped new approaches to personnel development and drew on similar approaches already used in Civil Servicetraining. Gradually, this spread more sophisticated policies and processes that required more central management via a personnel department composed of specialists and generalist teams. The role of what became known as Human Resources grew throughout the middle of the 20th century. Tensions remained between academics who emphasized either 'soft' or 'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership , cohesion, and loyalty that play important roles in organizational success. Those promoting 'hard HR' championed more quantitatively rigorous management techniques in the 1960s.
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"We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn." -- Dr. Peter Drucker, Austrian-born American management consultant, educator |
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