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Review the differences between storey s definitions of hrm and personnel and ir

But HRM can also mean a particular philosophy of the role of HRM in organizations, and how people are developed and nurtured to achieve organizational goals.

However, personnel management is viewed as workforce centred and more operational in focus. They act as a bridge between the employer and the employee. As a result, personnel managers were seen as functional specialists rather than strategic managers and often had little power or status in the organization. The personnel manager needed to understand the needs of the manager and the employee, and articulate those needs to both sides. Some organizations, however, see HRM as a particular approach in the management of people.

HRM can be seen as a radical new approach linked to strategy and viewing people as assets who need to be actively managed as part of the long-term interests of the organization. HRM can be viewed as a radical integrated approach to the management of people in an organization and, as such, can be seen as a general management function. Where personnel managers can be viewed as specialists, HRM can be seen as the responsibility of all managers, particularly senior managers, and as such is proactive rather than reactive please refer to the table of comparison next in previous tableGuest 1987 identifies the differences in his model shows that HRM is commitment based, which is distinct from compliance-based personnel management.

According to Guest, HRM is: Guest 1987 sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters.

Guest 1997 recognises that, although empirical evidence is only just beginning to show the link between HRM and performance, evidence is already suggesting that HRM works. The view from industry is also suggesting that HRM is taking on a strategic role in industry.

The CIPD 2003 HR survey identified HR issues as now being regularly discussed at executive boards and HR managers seeing their role as that of a strategic business partner, with the HR function now focused on achieving key business goals and developing employee capabilities.

Storey defines the elements that differentiate HRM as follows: Storey argues that this is what differentiates organizations.

Review the differences between storey s definitions of hrm and personnel and ir

Storey 1992 identifies a model with 27 points that differentiate HRM from personnel and industrial relations IR practices please review the table next. In practice, HRM would use some elements of his 27 points but would be extremely unlikely to include all of them. As such the model is useful as a research tool but does not reflect what happens in practice see the figure. On the other hand, HRM is seen as related to the business need, and central to the corporate plan and the responsibility of all managers.

Storey 1992 proposes another model as a means of comparative analysis, for identifying the shift organizations may take from personnel management to HRM. Storey 1992 suggests in the model depicted in the model that, for an organization to gain competitive advantage, a strategic response needs to be given to the beliefs and assumptions of the organizations and that line managers should take on part of this role.

Line managers would have a responsibility for the change in key levers, which would move the organization away from being locked into bureaucratic procedures towards becoming a flexible organization that would encourage commitment through performance-related goals. This article will discuss the numerous differences between the two approaches. How do you compare personnel management vs human resource review the differences between storey s definitions of hrm and personnel and ir Personnel management is a predominantly administrative record-keeping function that aims to establish and maintain equitable terms and conditions of employment.

Significant difference exists between personnel management and human resource management in terms of scope, approach, and application. The scope of personnel management includes functional activities such as manpower planning, recruitment, job analysis, job evaluation, payroll administration, performance appraisals, labor law compliancetraining administration, and related tasks. Human resources management includes all these activities plus organizational developmental activities such as leadership, motivation, developing organizational culture, communication of shared values, and so forth.

It seeks to optimize the use of human resources for the fulfillment of organizational goals. This strategic and philosophical context of human resource management makes it more purposeful, relevant, and more effective compared to the personnel management approach.

How to distinguish between Personnel Management and Human Resource Management?

Difference in Approach The personnel management approach tends to attach much importance to norms, customs and established practices, whereas the human resource approach gives importance to values and mission. The personnel management approach also concerns itself with establishing rules, policies, procedures, and contracts, and strives to monitor and enforce compliance to such regulations, with careful delineation of written contract.

The human resource management approach remains impatient with rules and regulations. HR managers tend to relax rules based on business needs and exigencies, and aim to go by the spirit of the contract rather than the letter of the contract. An illustration of this difference in approach lies in the treatment of employee motivation. The personnel management approach holds employee satisfaction as the key to keeping employees motivated, and institutes compensation, bonuses, rewards, and work simplification initiatives as possible motivators.

The human resource philosophy holds improved performance as the driver of employee satisfaction, and devises strategies such as work challenges, team work, and creativity to improve motivation.

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Difference in Nature Another dimension of the difference is the proactive nature of human resource management compared to the reactive nature of personnel management. Personnel management remains aloof from core organizational activities, functions independently, and takes a reactive approach to changes in corporate goals or strategy.

Human resource management remains integrated with corporate strategy and takes a proactive approach to align the workforce toward achievement of corporate goals. For instance, while the personnel management approach concerns itself with a reactive performance appraisal process, human resource management approach has a more comprehensive and proactive performance management system that aims to correct performance rather than make a report card of past performance.

Difference in Application Personnel management is an independent staff function of an organization, with little involvement from line managers, and no linkage to the organization's core process.

Review the differences between storey s definitions of hrm and personnel and ir

Human resource management, on the other hand, remains integrated with the organization's core strategy and functions. Although a distinct human resource department carries out much of the human resource management tasks, human resource initiatives involve the line management and operations staff heavily. Personnel management also strives to reconcile the aspirations and views of the workforce with management interest by institutional means such as collective bargaining, trade union-based negotiations and similar processes.

This leads to fixation of work conditions applicable for all, and not necessarily aligned to overall corporate goals. Human Resource management gives greater thrust on dealing with each employee independently and gives more importance to customer-focused developmental activities and facilitating individual employees rather than bargaining or negotiating with trade unions.

Finally, in any discussion of personnel management vs human resource management, we must include that personnel management lays down rigid job description with many grades and a fixed promotion policy--usually based on seniority and performance appraisal ratings. Human resource management, on the other hand, has relatively fewer grades and ranks, with broadly defined job responsibilities providing much scope for applying creativity and initiative, and plenty of career paths, with skills, talent and commitment the key drivers of career advancement.

The evolution of the denomination is significant in that it has swapped a negative connotation against a positive connotation. The staff is pretty synonymous cost, while speaking to this resource. In other words it is: These three basic missions of the Human ressources management must still be done respecting the environment.

  • Guest 1987 sees HRM as a distinct approach to managing the workforce and argues that, although personnel management will also select and train staff, it is the distinct approach in the selection and training that matters;
  • This article will discuss the numerous differences between the two approaches.

This appears mainly as a constraint in terms of: The Hunaines Resources Management has taken gradually as the companies grew, a new weight. More different heavy environmental trends such as the globalization of markets, the Evolution technology, investment policies and the slowdown in growth, requires the management of human resources to evolve considerably.

The basic steps of the Human Resources Management are: This is according to this order that are discussed chnologique human resources management tools.