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.
HRM Vs. PERSONNEL MANAGEMENT
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 DISTINCT way, when compared with Personnel Management.
DIFFERENCES BETWEEN PERSONNEL & HR MANAGEMENT
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.
DIFFERENCE BETWEEN HRD & PERSONNEL MANAGEMENT
|
S. No.
|
Dimension
|
Personnel Management
|
Human Resource Development
|
|
|
BELIEFS & ASSUMPTIONS
|
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|
1.
|
Contract
|
Careful
delineation of written contracts
|
Aim to go
‘beyond contracts’
|
|
|
2.
|
Rules
|
Importance of
devising clear rules/mutuality
|
‘Can-do’
outlook; impatience with ‘rule’
|
|
|
3.
|
Guide
to management Action
|
Procedures
|
‘Business –
need’
|
|
|
4.
|
Behaviour
Referent
|
Norms/custom
& practice
|
Values/Mission
|
|
|
5.
|
Managerial
Task vis-à-vis Labour
|
Monitoring
|
Nurturing
|
|
|
6.
|
Nature
of Relations
|
Pluralist
|
Unitarist
|
|
|
7.
|
Conflict
|
Institutionalized
|
De-emphasized
|
|
|
STRATEGIC
ASPECTS
|
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|
8.
|
Key Relations
|
Labour
Management
|
Customer
|
|
|
9.
|
Initiatives
|
Piecemeal
|
Integrated
|
|
|
10.
|
Corporate
Plan
|
Marginal to
|
Central to
|
|
|
11.
|
Speed
of Decision
|
Slow
|
Fast
|
|
|
LINE
MANAGEMENT
|
||||
|
12.
|
Management Role
|
Transactional
|
Transformational
leadership
|
|
|
13.
|
Key
Managers
|
Personnel/IR
Specialists
|
General/business/line
managers
|
|
|
14.
|
Communication
|
Indirect
|
Direct
|
|
|
15.
|
Standardisation
|
High (e.g.
‘parity’ an issue)
|
Low (e.g.
‘parity’ not seen as relevant)
|
|
|
16.
|
Prized
management skills
|
Negotiation
|
Facilitation
|
|
|
KEY
LEVERS
|
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|
17.
|
Selection
|
Separate,
marginal task
|
Integrated, key
task
|
|
|
18.
|
Pay
|
Job Evaluation
(fixed grades)
|
Performance –
related
|
|
|
19.
|
Conditions
|
Separately
negotiated
|
Harmonization
|
|
|
20.
|
Labour
Management
|
Collective bargaining
contracts
|
Towards
individual contracts
|
|
|
21.
|
Thrust
of relations
|
Regularized
through facilities & training
|
Marginalized
(with exception of some bargaining for change models)
|
|
|
22.
|
Job
categories & grades
|
Many
|
Few
|
|
|
23.
|
Communication
|
Restricted flow
|
Increased flow
|
|
|
24.
|
Job
Design
|
Division of
Labour
|
Teamwork
|
|
|
25.
|
Conflict
Handling
|
Reach temporary
truces
|
Manage climate
& culture
|
|
|
26.
|
Training
& Development
|
Controlled
access to courses
|
Learning
companies
|
|
|
27.
|
Foci
of attention of interventions
|
Personnel
procedures
|
Wide ranging
cultural, structural & personnel strategies
|
|
Keep On Learning... Stay Blessed!
Team,
Scouts HR