Modern HRM thinks of employees as a critically important asset to the organization. Taylor's Scientific Management represented
an early attempt to develop these assets that treated employees more like tools than like individuals, but as HRMdeveloped as a field,
it recognized that human assets could not be effectively developed and sustained without recognizing and taking into account the
needs, preferences and perspectives of employees. Nevertheless, HRM does not exist to serve employees per se, but rather to help
to develop and sustain an asset that is critically important to the organization. Benefit to the organization represents the ultimate criterion
for evaluating the success or failure of HRM.