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nagement of employment relationships in the firm.

Torrington et al (2008), explained the term HRM in two ways. The first was used to describe the management activities which have been named 'personnel management'. The second is regarded as a distinctive approach to HRM and suggests a specific philosophy towards carrying out 'people-oriented organisational activities'. Personnel management seeks to achieve four key objectives: staffing, performance, change-management and administration. These organisational objectives are delivered by HR specialists or by HR generalists. The distinctive approach to managing people delivers organisational objectives by HR professionals with the support of line managers.

Torrington (2008) described the evolution of personnel management and HRM in the UK as 'social justice'. In nineteenth-century this originated amongst a few employers in Britain and they promoted a welfare approach to manage people by developing working conditions and avoiding poor industrial relations. Further, in the first half of the twentieth century, 'humane bureaucracy' was introduced by managerial practitioners such as Taylor (1911), Fayol (1916) and Mayo (1933) came to the front in management practices. Taylor's 'scientific management' principles introduced an incentive-based approach to managing people by having good human relations, high morale and efficiency at as described by Mayo (1933). Thereafter a period of 'negotiated consent' was stressed by personnel and industrial relations managers due to strong trade unions activities in 1960's. The aim was to contain the union power and manage people by representative systems and collective agreements.

From the late 1960s, main target was on the organization by deploying personnel specialists. It was done by developing career opportunities and creating a path for workers to grow personally and by workforce planning. Currently the theme 'HRM', focused mainly on performance management, planning, monitoring and control, flexibility and employees as individuals, had a vast improvement in world during 1980-2000.

Further lot of developments are taking place within the HR community and HR work in recent years. Lot of large organisations are adopting variants of Ulrich's (1997) multi-legged model of HR structures, without going for centralised HR departments as it was in the past. Due to this HR functions have becoming more specialised function and it's divided into parts between shared services, business partners, centres of expertise and vendor management , managed by The corporate HR.

Development in HR is continuing as some HR activities are delegated of to line managers. It includes recruitment, selection, salary and reward, coaching, learning and development, performance management, grievances and discipline, but the sad part of it is that some of the line managers have skills gaps in people management and development activities, therefore implementing of HR policies effectively has become very difficult.

Becker and Huselid (2006) also believe that there has been a 'noticeable departure' (Becker & Huselid, 2006) as managers within organizations are either 'unaware or uninterested in scholarly developments in our field' (Becker & Huselid, 2006). Adding more to this, Becker and Gerhart (1996) pointed out that there is a significant level of ambiguity within the field of HRM as it has differen