Question at position 8 The rise of "Human Relations Management" initiatives in organizations was PRIMARILY the result of ...The rise of "Human Relations Management" initiatives in organizations was PRIMARILY the result of ...all of these choicesthe increased power of employees through the creation of labor unionsa recognition by leaders of companies of the value of being more employee orientedcompetitors hiring away other companies' most valued employees

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When evaluating why Human Relations Management (HRM) initiatives rose in organizations, we should assess what each option suggests and whether they plausibly contributed.
Option 1: 'all of these choices' posits that every listed factor played a role. If indeed each of the other options has validity, this umbrella option would be the most comprehensive explanation.
Option 2: 'the increased power of employees through the creation of labor unions' points to a shift in workplace dynamics where employees gained bargaining leverage, potentially nudging managers toward more humane and participative practices.
Option 3: 'a recognition by leaders of companies of the value of being more employee oriented' reflects a managerial insight that employee well-being and engagement can improve productivity, turnover, and morale, aligning with HRM goals.
Option 4: 'competitors hiring away other companies\' most valued employees' suggests a competitive labor market pressure, which might incentivize firms to improve retention, culture, and relations with staff to protect talent.
Considering these options together, each factor describes a plausible motivation for adopting Human Relations approaches: improving morale and cooperation (Option 3), responding to worker empowerment and collective bargaining dynamics (Option 2), and mitigating talent loss to competitors (Option 4). None of these alone definitively rules out the others, and in historical trajectories of management thought, multiple drivers typically interact rather than a single sole cause.
Therefore, evaluating them collectively supports the idea that the rise of HRM was driven by a combination of employee empowerment, leadership recognition of people-centric practices, and competitive labor market pressures. This makes the option that aggregates all the choices a coherent synthesis of the historical forces at play, rather than attributing the shift to a single cause.
In other words, the reasoning behind HRM adoption can be seen as multi-causal, where labor unions, management perspectives on employee orientation, and competitive talent dynamics all contributed to the shift in management practice.

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