Watch this video:
This module begins by challenging the traditional concept of “Human Resource Management,” arguing that, for us, it’s more accurate to consider the “Management of Labour.” The video introduced this idea by emphasising that it’s not just about viewing people as resources, but understanding the complex dynamics of the employment relationship. This involves examining how management theory and practices shape the relationship between employees and employers, specifically focusing on wage work – the exchange of time and effort for pay. The presentation prompted us to consider critical questions like: is this a fair exchange? Is efficiency always the priority? And who has the ‘right to manage’ – shaping work and setting rules?
Key Concepts in the Management of Labour
The presentation highlighted three core areas that comprise the management of labour: the control of time, pay, and effort. These areas are central to how work is structured and how employees experience their jobs. It’s not just about what management does to workers, but also about how workers respond, particularly through collective action and trade unions. The video established that this module will look at how the employment relationship functions within market economies, from foundational theories of worker behaviour to the evolution of management practices and the responses of unions.
The Evolution of Managing People: From Industrial Revolution to Today
Moving to the history of managing workers, the presentation highlighted how the Industrial Revolution forced employers to rethink labour organisation. This shift towards mass production in factories created the perceived need for new systems of co-ordination and control. The focus moved to planning, organising, directing, and controlling resources – and these resources included people. We looked at the emergence of two distinct schools of thought: the “Welfare Tradition” and “Scientific Management”. The welfare tradition had paternalistic roots and a focus on worker well-being, while Scientific Management, associated with Taylorism, prioritised efficiency through job design and work measurement.
Taylorism and its Shortcomings
Taylorism often led to worker discontent due to its monotonous and dehumanising approach, it treated workers as cogs in a machine rather than individuals. This led to the rise of behavioural science, which emphasised the importance of social factors, group dynamics, and employee motivation and recognised that workers have psychological and social needs beyond the purely functional view of Taylorism.
A question for you:
Taylorism aimed for maximum efficiency, but at what cost? Briefly consider the limitations of this approach and consider if we can balance the need for efficiency and the needs of workers? How?
Put your answer into this SLIDO: https://app.sli.do/event/14vEs3Q9qcGcZC7orvji41