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Hired hands or human resources? : case studies of HRM programs and practices in early American industry /
Bruce E. Kaufman.
imprint
Ithaca : Cornell University Press, 2010.
description
xi, 254 p. : ill. ; 24 cm.
ISBN
9780801448300 (alk. paper)
format(s)
Book
Holdings
More Details
added author
imprint
Ithaca : Cornell University Press, 2010.
isbn
9780801448300 (alk. paper)
contents note
Early human resource management : context and history -- HRM at the beginning : the Chicago, Burlington, and Quincy Railroad -- Contrasting HRM strategies : Pullman and Baldwin -- HRM and alternative systems of workforce governance -- HRM in the industrial heartland I : the United States Steel Corporation -- HRM in the industrial heartland II : the Ford Motor Company -- Industrial Relations Counselors, Inc. -- The human resource model in a welfare capitalism firm : the Top-Grade Oil Company -- A high-road employer in a low-road industry : the Great Eastern Coal Company -- The middle ground of HRM in the 1920s : the United Steel and Coal Company -- Paternalism combined with decentralized and informal HRM : Mega-Watt Light and Power -- The "hired hand" model in a large manufacturing firm : New Era Radio -- HRM in the industrial heartland III : High-Beam Steel -- The case studies : insights and lessons learned.
general note
Companion volume to: Managing the human factor.
catalogue key
7013114
 
Includes bibliographical references and index.
A Look Inside
Full Text Reviews
Appeared in Choice on 2010-05-01:
Kaufman (Georgia State Univ.) presents 15 case studies that illustrate the early history of human resource management, from the 1870s to the very early 1930s. The book is a follow-up to the author's Managing the Human Factor: The Early Years of Human Resource Management in American Industry (2008), which presents a detailed review of the trends, ideas, and people influential in the growth of human resource management. Kaufman obtained much information from audits of human resource programs by Industrial Relations Counselors Inc. Case studies, which include Pullman Palace Car, Burlington Railroad, Mega-Watt Light and Power, Ford Motors, Great Eastern Coal, and United States Steel, cover training, wages, hiring, sanitation, company stores and housing, and labor union strife. Kaufman discusses how, over time, management began to take seriously the fact that labor signifies human beings and not commodities. This shift in philosophy occurred especially after WW I. The book begins with an overview of the era and ends with insights. A photo section in the middle provides company photos of the period. Summing Up: Recommended. All levels of students as well as business professionals. G. E. Kaupins Boise State University
Reviews
Review Quotes
"For anyone interested in the history of human resources in the United States, this book is a must-read. Bruce E. Kaufman goes back to the cases written at the time to describe the foundation and evolution of the HR function."-Patrick M. Wright, William J. Conaty GE Professor of Strategic HR, Cornell University
"Hired Hands or Human Resources? richly reveals how HRM was practiced during the formative years of large-scale industry and uncovers not only the birth of the modern HRM model but also the origins of the central issues of the field. Today's debates over best practices, strategic HRM, and the determinants of HR practices have finally been given their historical foundations, and scholars and managers should follow Kaufman's lead by understanding the nature of early HR practices and by embracing the implications for today's research and practice."-John Budd, University of Minnesota
This item was reviewed in:
Choice, May 2010
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Summaries
Bowker Data Service Summary
Here, Kaufman shows how American firms transitioned from the traditional 'hired hard' model of human resource management (HRM) to the modern 'human resources' version popular today.
Main Description
In a companion volume to Managing the Human Factor, also from Cornell, Bruce E. Kaufman shows how American firms transitioned from the traditional "hired hand" model of human resource management (HRM) to the modern "human resources" version popular today. Kaufman illuminates through fifteen detailed case studies the structure and operation of HRM programs and practices across a diverse range of American business firms spanning the fifty years from 1880 to 1930. Nine of the fifteen case studies in Hired Hands or Human Resources? examine HRM before World War I and document the highly informal, decentralized, externalized, and sometimes harsh nature of the people-management practices of that era. The remaining six span the Welfare Capitalism decade of the 1920s and reveal the marked transformation to a more progressive and professional model of personnel practice at some companies, along with continued reliance on the traditional model at others. Kaufman gained access to the richly detailed audits of company HRM programs prepared during the 1920s by Industrial Relations Counselors, Inc., and draws upon this trove of information to present the most in-depth, up-close evidence available of how companies of this period managed their employees and how the practice of HRM evolved and developed. Hired Hands or Human Resources? features new insights into key subjects such as the strategic versus tactical nature of early HRM, alternative models of workforce governance used in these years, and the reasons some companies created autonomous HRM departments.
Table of Contents
Prefacep. ix
Early Human Resource Management: Context and Historyp. 1
The Practice of Human Resource Management, 1875-1920
HRM at the Beginning: The Chicago, Burlington, and Quincy Railroadp. 25
Contrasting HRM Strategies: Pullman and Baldwinp. 38
HRM and Alternative Systems of Workforce Governancep. 49
HRM in the Industrial Heartland I: The United States Steel Corporationp. 72
HRM in the Industrial Heartland II: The Ford Motor Companyp. 87
The Practice of Human Resource Management, 1920-1930
Industrial Relations Counselors, Inc.p. 103
The Human Resource Model in a Welfare Capitalism Firm: The Top-Grade Oil Companyp. 115
A High-Road Employer in a Low-Road Industry: The Great Eastern Coal Companyp. 134
The Middle Ground of HRM in the 1920s: The United Steel and Coal Companyp. 159
Paternalism Combined with Decentralized and Informal HRM: Mega-Watt Light and Powerp. 175
The ôHired Handö Model in a Large Manufacturing Firm: New Era Radiop. 185
HRM in the Industrial Heartland III: High-Beam Steelp. 194
The Case Studies: Insights and Lessons Learnedp. 214
Notesp. 231
Photo Creditsp. 245
Indexp. 247
Table of Contents provided by Ingram. All Rights Reserved.

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