Safety Movement and the Growth of Personnel Management : A Business Historical Analysis of the Emergence of a New Professional-Managerial Class in Progressive America.

本研究旨在重塑进步时代人事运动的历史，重点关注参与者的思想和行为。他们打算发现需要解决的“劳工问题”，并设计科学和官僚的解决方案，以便为他们自己的“专业服务”创造“需求”。人事运动包括两大不同的劳动改革思想：雇佣管理和劳资关系。两者在支持者的社会背景和解决劳工问题的方法上都有所不同。雇佣管理倡导者在人事管理运动的早期阶段领导了人事管理运动。他们具有进步的社会改革精神，把“人类工程”当作人事管理的同义词。这种隐喻性的表达暗示了劳动关系的中立性和对劳动问题的科学性，表现了他们将人事工作视为一种职业的渴望。第一次世界大战后，主要工业企业的劳资关系经理们开始提倡用“服务”来代替“人类工程”这个词。他们通过改变这种隐喻，以修改的形式挪用就业管理改革者的问题，持续地削弱了改革者的诉求。因此，他们改变了人事管理运动的进程，并说服雇主引入员工代表计划和其他劳资关系计划。在人事管理运动的新领导人中，有前著名的安全经理，如亚瑟·h·杨和厄尔·b·摩根。他们试图利用自己在钢铁行业安全委员会活动中获得的员工代表计划的管理能力，在企业等级中获得更高的管理地位。本研究阐明了安全和人事管理两个运动之间的关系。

This study represents an effort to recast the history of the personnel management movement in the Progressive era, focusing on the ideas and behavior of the participants. They intended to discover the "labor problems" to be resolved and devise scientific and bureaucratic solutions to them in order to create "needs" for their own "professional service."The personnel management movement included the two different major ideologies of labor reform : employment management and industrial relations. Both had differences in social background of proponents and a prescription for labor problems.The employment management advocators had led the personnel management movement in its early phases. They held the Progressive social reform ethos, and used word "human engineering" synonymously to personnel management. Such a metaphorical expression implied neutrality in labor relations and scientific approach to the labor problems, and represented their eager to see the personnel work as a profession.After the World War I, managers of industrial relations of major industrial concerns came to advocate "service" in place of the word human engineering. By changing such metaphor and appropriating the employment management reformers' issues in modified form, they persistently blunted the reformers' appeal. Thus, they changed the course of personnel management movement, and persuaded their employers to introduce employee representation plans and other industrial relations programs.Among the new leaders of the personnel management movement, there were former prominent safety managers like Arthur H. Young and Earl B. Morgan. They tried to obtain a higher managerial position in the corporate hierarchy with their own administering ability of the employee representation plan that had been acquired through safety committee activities in the steel industry. This research has clarified a relationship between the two movements of safety and personnel management.