| Abstract [eng] |
The business challenges like globalization, profitability through growth, technology integration, intellectual capital management, continuous change influence not only the way the organizations are structured and managed, but also determine the language of management. As a result some terms emerge and other terms are rejected. However, to what extent the development of the language signify the difference between old and new terms? The question concerning just relabeling or repackaging of old things is relevant in the scientific literature. A debate about changing the terminology from „personnel management“ to „human resource management“ attracted huge attention among scientists (Guest, 1987; Sisson, 1990; Clark, 1993; Legge, 1995; Henry & Pettigrew, 1990, Torrington, 1989; Armstrong, 2000; Cakar, Bititci & MacBryde, 2003; Boselie, Brewster & Paauwe, 2009; Freitas, Jabbour & Santos, 2011) underlying the “rhetoric” of human resource academics and the “reality” in the organizations. The paper starts with the development of human resource management concept, emphasizing that the 1980s and 1990s are the time of the significant change in the context and content of the way in which people were managed. Drawing to the prior research, the paper identifies three main stages in the process of human resource management formation. [...]. |
