and the “New Contracts”
Between Employers and Employees
Abraham K. Korman
Most knowledgeable observers in the field of human resource management (HRM) would agree that its major development as a profession came during the half century or so between the end of World War II and the early 1990s. As organizations employing as many as hundreds of thousands became dominant influences in the world of work and as questions about selection, training, work motivation, and compensation practices became more challenging in a growing, dynamic society, the need for professionally trained, skilled personnel became great. Also, despite occasional downturns in the economy, the professional growth of HRM took place against a general culture of prosperity, a belief that such good patterns would continue and even improve, and an assumption that work organizations should and would share in such growth.
Important too as HRM developed during this era was that the policies and practices developed and implemented were based in large part on the assumption that a desire for personal growth was the most important motivational characteristic of the workforce, along with the belief that more of everything (particularly economic outcomes) is better. Korman (forthcoming) has referred to