V.A. Vlasenko, Candidate of Economic Sciences, Associate Professor
Ch. Oneh Azubuike, PhD student
Higher Educational Establishment of Ukoopspilka «Poltava University of Economics and Trade»

CHARACTERISTICS OF EVOLUTIONARY DEVELOPMENT STAGES OF THE HUMAN RESOURCES MANAGEMENT CONCEPT IN THE CONDITIONS OF BUSINESS ECONOMY

The transition to a market economy has forced managers at all levels to evaluate the effectiveness of not only material, financial, but also human resources, to treat «human capital» carefully in their enterprises, to care for its quality recovery and accumulation. Therefore, the management of the company’s began to pay special attention to the formation of an effective of human resources management (HRM) process.
In the formation of an effective of human resources management process at the enterprise in conditions of instability of the external environment, its constituent elements, stages of implementation and evaluation of efficiency are of great importance. Only an effective of human resources management process can contribute to the implementation of the adopted personnel policy and strategy of personnel management of the enterprise in market conditions.
The problem of increasing the efficiency of formation of human resources management process at the enterprises is constantly in the center of attention of scientists, among whom it should be noted: Allen D. G., Becker B. E., Bratton J., Danowsky J., Delery J. E., Dessler G., Egorshin A. P., Huselid M. A., Jiang K., Kibanov A. Ya., Mitroff I., Robinson C., Scheel T. E., Tancredi N., Wang W., Wybo J., and others [1-6].
Today, it is obvious that stable entrepreneurial success cannot be achieved while remaining within the former old of human resources management system. It is necessary to create a new effective of human resources management system at the enterprise, which would be much wider than the traditional practice of work of specialists HR department.
The purpose of the study is to substantiate the evolutionary development stages of the human resource management concept in the new conditions of economic activity.
The major HRM activities include HR planning, job analysis, job design, employee hiring, employee and executive remuneration, employee motivation, employee maintenance, industrial relations and prospects of HRM. The scope of Human Resources Management extends to: all the decisions, strategies, factors, principles, operations, practices, functions, activities and methods related to the management of people as employees in any type of organization [3, p. 98-99].
Scientists identify several evolutionary development stages of the human resource management concept in society and enterprise.
Stage 1. Pre-historic times. HRM can be found with pre-historic roots due to its association with various organizational functions such as the process of selecting a tribal leader, or passing on vital knowledge through generations about hunting, health, safety, and gathering food [1, p. 33].
Stage 2. The Industrial Revolution. England's industrial revolution of the late 1700s drastically transformed the practices of production. Machines were brought in to churn out products which previously were handmade, cottage industries were replaced by large factories, and small scale production gave way to large scale production. This in turn created a whole new system of work with more workers within single organizations. In order for these organizations to succeed they needed sufficient recruitment methods to attract the growing workforce and develop a well-organized structure within the company, with a far greater emphasis on management than had been present before [2, p. 20].
Stage 3. 1700s – 1900s. Due to the increasing demand for greater workers' welfare, the first Labor Unions were established in the 1790s to provide greater power to create change for the employees. These unions grew rapidly between the 1870s and 1900s. Vital to the relationship between the labor unions and management were the Human Resources (HR) departments that facilitated their relationships.
Stage 4. 1900s – 1960s. In response to the growing need for welfare reforms, especially within the labor force, came a few schools of thought based on case studies which paved the way for HR. Using a scientific method to determine the most efficient way to work, workers were matched to tasks they are suited to, proactively monitoring performance, providing feedback and allocating planning tasks to managers so workers can focus on the task at hand [4, p. 69].
Stage 5. 1960s – 1970s. It was between the 1960s and 1970s that HRM gained momentum after the passing of several acts like the Equal Pay Act of 1963, the Civil Rights Act of 1964, the Employee Retirement Income Security Act of 1974, and the Occupational Safety and Health Act of 1970. These laws ensured the safety and protected the rights of employees [5, p. 8-9].
Stage 6. 1970s – 1980s on. With the advent of all these acts, corporations placed a lot of importance on human resources management to avoid plausible lawsuits. By the end of the 1970s almost all big and medium-scale industries had a department to manage their recruitment, employee relations, record-keeping, salaries, wages, etc. Towards the 1980s, the importance of HR continued to grow to support increases in skilled labor, training, regulation compliance, dismissal, etc. HR managers were tasked with the challenges of hiring and firing employees.
Stage 7. The Modern period (2000s – the present). HRM has come a long way from its administrative and welfare-championing beginnings. In today’s economy it is a multifaceted and crucial aspect of almost all businesses, with the role of HR in planning and driving strategic growth being just as important as technology or business leadership. Alongside the increasing importance laid on work experience, workplace culture, the digitization of HRM has played a fundamental role in its advancement [6, p. 193].
Thus, the process of human resources management at the enterprise plays an important role, since the degree of efficiency of the management of labor resources in any enterprise depends on a large part of the indicators of its economic, financial and industrial-commercial activity. Understanding by modern managers of the main evolutionary stages of development of the concept of human resource management will help increase the efficiency of the management process.
But the practical implementation of the modern concept of human resource management at the level of economic entities requires further research in this area.

References
1. Bratton J., Gold J. Human resource management : theory and practice. Leeds : Metropolitan Palgrave Macmillan, 2012. 672 p.
2. Dessler G. Human Resource Management. 13th Edition. New Jersey : Pearson Prentice Hall, 2013. 648 p.
3. Egorshin A. P. Human resources management : Textbook. 5th ed., supplemented. Nizhny Novgorod : NIMB, 2010. 907 p. (in Russian)
4. Kibanov A. Ya. Fundamentals of human resources management: Textbook. Moscow : INFRA-M, 2003. 304 p. (in Russian)
5. Mitroff I. Strategic approach to human resources management. American Management. New York. 2005. P. 1–14.
6. Robinson C. Human Resource Management (HRM), Economic Crisis (EC) and Business Life Cycle (BLC): A Literature Review and Discussion. International Journal of Human Resource Studies. 2005. Issue 4 (1). P. 189–203.