Innovations of Human Resource Management in Lodging Industry/Innovation Du Management des Ressources Humaines Dans L'industrie D'hotellerie (Report‪)‬

1. INTRODUCTION The renowned father of scientific management was Frederick W. Taylor, He studied worker efficiency and attempted to discover the "one best way " and the on fastest way to do a job. Whereas scientific management focused on the job and efficiencies, industrial psychology focused on the worker and individual differences. Hugo Munsterberg and his book Psychology and Industrial Efficiency initiated in 1913 the field of industrial psychology. Another early contributor to HRM was called the human relations movement. Harvard researchers, Elton Mayo and Fritz Roelthisberger, incorporated human factors into work. During the 1920s work on these analytical schemes expanded to encompass issues of appraising and training individuals, essentially for the same purposes. While the focus during the first quarter of the last century was on the individual employee, the second quarter was to see it shift to the group. Mayo's work at the Hawthorne plant focused on improving the productivity of individuals by experimenting with groups. Knowledge of groups and the impact of group on individuals advanced with the work of Lewin and Sherif and Sherif during the 1930s and into the 1940s. During the 1950s and 1960s much of the work concerned with managing individuals in organizations highlighted individual needs and motivation. Advances were made in selection and development. At this time, however, the more applied work in these areas related to managing and motivating individuals became the domain of those identifying primarily with personnel psychology and industrial and organizational psychology. The more theoretical work came under the new domain of organizational behaviourists. Untill the 1960s, the personnel function was considered to be concerned only with blue-collar or operating employees. Peter Drucker, a respected management scholar and consultant, made a statement about personnel management that reflected its blue-collar orientation. Drucker stated that the job of personnel was "partly a file clerk's job, partly a housekeeping job, partly a social worker's job, and partly firefighting, heading off union trouble." During the 1970s another discipline evolved under the name of human resource management, which focused on concerns for the safety and health of the worker as well as individual satisfaction and performance. Industrial relations and planning for personnel needs also came within the domain of human resource management. In the late 1970s and 1980s, the discipline of organizational strategy started to make an impact upon human resource management. Environmental forces, namely more intense international and domestic competition for companies, also began to make an impact. Thus, organizational characteristics such as structure, strategy, size, culture, and product and organizational life cycle began to be incorporated into the work under the human resource management label. Today, forces of global competition, worldwide labor availability, business ethics and the environment are winning the attention of human resource management.