Human Resource Development & Personnel Management

  • Created Date22 Feb, 2014
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Definition

Personnel Management - Personnel Management is thus basically an administrative record-keeping function, at the operational level. Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc. It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organizational success.

Human Resource Development - Human resource management is concerned with the development and implementation of people strategies, which are integrated with corporate strategies, and ensures that the culture, values and structure of the organization, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals.

HRM is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively DISTICNT way, when compared with Personnel Management.

 

Main Differences between Personnel Management and HRM

Personnel management is workforce centered, directed mainly at the organization’s employees; such as finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. While on the other hand, HRM is resource –centered, directed mainly at management, in terms of devolving the responsibility of HRM to line management, management development etc.

 

Although indisputably a management function, personnel management has never totally identified with management interests, as it becomes ineffective when not able to understand and articulate the aspirations and views of the workforce, just as sales representatives have to understand and articulate the aspirations of the customers.

 Personnel Management is basically an operational function, concerned primarily with carrying out the day-to day people management activities. While on the other hand, HRM is strategic in nature, that is, being concerned with directly assisting an organization to gain sustained competitive advantage.

 

HRM is more proactive than Personnel Management. Whereas personnel management is about the maintenance of personnel and administrative systems, HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change.

 

27 Points of Difference between Personnel Management & HRD

 

 

S. No.

 

Dimension

Personnel Management

Human Resource Development

Beliefs & Assumptions

  1.  

Contract

Careful delineation of written contracts

Aim to go ‘beyond contracts’

  1.  

Rules

Importance of devising clear rules/mutuality

‘Can-do’ outlook; impatience with ‘rule’

  1.  

Guide to management Action

Procedures

‘Business – need’

  1.  

Behaviour Referent

Norms/custom & practice

Values/Mission

  1.  

Managerial Task vis-à-vis Labour

Monitoring

Nurturing

  1.  

Nature of Relations

Pluralist

Unitarist

  1.  

Conflict

Institutionalized

De-emphasized

 

STRATEGIC ASPECTS

  1.  

Key Relations

Labour Management

Customer

  1.  

Initiatives

Piecemeal

Integrated

  1.  

Corporate Plan

Marginal to

Central to

  1.  

Speed of Decision

Slow

Fast

 

LINE MANAGEMENT

  1.  

Management Role

Transactional

Transformational leadership

  1.  

Key Managers

Personnel/IR Specialists

General/business/line managers

  1.  

Communication

Indirect

Direct

  1.  

Standardisation

High (e.g. ‘parity’ an issue)

Low (e.g. ‘parity’ not seen as relevant)

  1.  

Prized management skills

Negotiation

Facilitation

KEY LEVERS

  1.  

Selection

Separate, marginal task

Integrated, key task

  1.  

Pay

Job Evaluation (fixed grades)

Performance – related

  1.  

Conditions

Separately negotiated

Harmonization

  1.  

Labour Management

Collective bargaining contracts

Towards individual contracts

  1.  

Thrust of relations

Regularized through facilities & training

Marginalized (with exception of some bargaining for change models)

  1.  

Job categories & grades

Many

Few

  1.  

Communication

Restricted flow

Increased flow

  1.  

Job Design

Division of Labour

Teamwork

  1.  

Conflict Handling

Reach temporary truces

Manage climate & culture

  1.  

Training & Development

Controlled access to courses

Learning companies

  1.  

Foci of attention of interventions

Personnel procedures

Wide ranging cultural, structural & personnel strategies