HUMAN RESOURCE MANAGEMENT

1st Assignment

SEPTEMBER 9, 2013
AAMIR SHAHZAD [Company address]

Difference between Human Resource and Personnel Management

1)The difference between Human Resource Management and personnel management is that Personnel management deals with employees, their payroll and employment laws while Human Resources Management deals with the management of the work force, and contributes to an organizations success. 2) The contrast between personnel management and Human resource management is that personnel management basically deals with the employees. That is, their payroll, recruitment and employment laws. On the other hand, human resource management deals with the management of the work force, training and the general well-being of all employees. 3) Absolutely nothing, they both mean the exact same thing. The management of people. Human Resource Managers is an extension of the role of the personnel manager. Personnel Managers traditionally were responsible for taking care of staff needs like their vacation, sick leave, etc. however the role has been revised to include Advisory as there has been a new focus on the Human Resource aspect. so basically it boils down to duties a personnel manager has less duties and his/her duties are restricted to the provision of paperwork concerning staff while a HRM has the additional duty of Advisory, Planning, Directing, Organizing, Coordination and Controlling Human resource all in an effort the get the best out of them. There is a little bit of difference as the human resource manager entails a more strategic capacity in administration of the business. 4) There is not a really big difference between Human Resource Management and Personnel Management, in actual fact "Human Resources" have largely replaced the term "Personnel Management. Human Resource Management is basically much broader in scope than Personnel Management. Human Resource Management could be described in two ways. Strategic and Proactive. The reason being that there strategies are ongoing and they constantly work towards managing and developing an organizations workforce. It can be seen as Proactive because of their continuous development and functions to improve the company's workforce. Human Resource Management is the type of Management where almost everybody in Managing Position can play a part in Training and Development. They aim to have many different Managers in various departments with the necessary skills to handle employee tasks at hand. Personnel Management can be described as reactive, because of the way they operate. An example of this would be that they respond to demands and concerns as they are presented. Personnel Management could also be seen as an independent way of managing. It is a sole responsibility of the organization. When a difference between personnel management and human resources is recognized, human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks. As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators."

5) Both the terms refer to the one and the same function of the management and that is managing the people at work. However, Human Resource Management is mainly focused on best utilizing the man power by understanding their strength and weaknesses and engaging them in different occupations so that their productivity can be increased. Therefore, training and development and employee engagements are part of it. Personnel Management, on the other hand, is mainly concerned with maintaining good employee- employer relationship and activities connected with it. Therefore, Personnel Management mainly works around Industrial/ Employee/ Labor Relations and activities connected with grievance handling, negotiations, enforcement of labor statute, looking after welfare of employees and so on. Dimensions Beliefs and assumptions 1. Contract 2. Rules 3. Guide to management action 4. Behavior referent 5. Managerial task with labor 6. Nature of relations 7. Conflict Strategic aspects 8. Key relations 9. Initiatives 10. Corporate plan 11. Speed of decision Line management 12. Management role 13. Key managers 14. Communication 15. Standardization 16. Prized management skills Key levers 17. Selection 18. Pay 19. Conditions 20. Labor-management 21. Thrust of relations with stewards 22. Job categories and grades 23. Communication 24. Job design 25. Conflict handling 26. Training and development 27. Foci of attention for interventions Personnel and IR Beliefs and assumptions Careful delineation of written contracts Importance of devising clear rules/mutually Procedures Norms/custom and practice Monitoring Pluralist Institutionalized Strategic aspects Labor management Piecemeal Marginal Slow Line management Transactional Personnel/ IR specialists Indirect High (e.g. 'parity' an issue) Negotiation Key levers Separate, marginal task Job evaluation (fixed grades) Separately negotiated Collective bargaining contracts Regularized through facilities and training Many Restricted flow Division of labor Reach temporary truces Controlled access to courses Personnel procedures HRM Beliefs and assumptions Aim to go beyond contract 'Can-do' outlook; Impatience with 'rule' Business-need' Values/mission Nurturing Unitarist De-emphasized Strategic aspects Customer Integrated Central Fast Line management Transformational leadership General/business/line managers Direct Low (e.g. 'parity' not seen as relevant) Facilitation Key levers Integrated, key task Performance-related Harmonization Towards individual contracts Marginalized (with exception of some bargaining for change models) Few Increased flow Teamwork Manage climate and culture Learning companies Wide ranging cultural, structural and personnel strategies