• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

human reosurce

Extracts from this document...

Introduction

HUMAN RESOURCE MANAGEMENT VS PERSONNEL MANAGEMENT, ITS EVOLUTION AND CURRENT SITUATION INTRODUCTION Attempting to make an assessment of Personnel management in comparison to Human Resource Management, I will try in the first part of my argument to provide both definitions of those terms, and briefly explain some generally acceptable functions of both PM & HRM. In the second part I will discuss the evolution of Personnel Management, and finally I will compare and contrast PM & HRM using material from HRM & PM journals, books and abstracts from relevant literature. Making a brief introduction to the issue, I could say that it has been notably observed during the past decade that a revolution has been taking place in Personell Management in most developed economies.(Sisson K.1994). Those changes would rather be described as an ''Evolution'' function of PM towards the Human Resource Management with a strategic perspective for the organizations and that can be explained as the HR activities which are used to support the firm's competitive strategy. PART A: DEFINITIONS AND FUNCTIONS OF PERSONELL MANAGEMENT & HRM The Personnel Standards Lead Body (1993) has defined Personnel Management's purpose as being to ''enable management to enhance the individual and collective contributions of people to the short and long-term success of the enterprise''. We can identify the major functions of Personnel Management as: � satisfying particular needs of an organizations stakeholders. � developing, motivating, aspiring employees so as to meet organization's objectives. � creating the proper environment for management as to perform recruitment, selection and training to current and potential employees. � empowering teamwork and co-operation cross departments. ...read more.

Middle

That was the time where HUMAN RESOURCE MANAGEMENT was needed to take place as a more specialized function in the organization to handle employee matters and generally manpower planning. The purpose of each job and role had to be specified narrowly and accurately. Performance and results are clearly identified with employee actions and extend to motivation and rewards. Inner-Qualities from managers are needed such as leader, analyst, motivator, colleague, planner, reinforcer, so as to cope cross-departmentally with every employee, and weaken in turn ambiguity and confusion. Straight forward lines of action are needed from the start of a business and HRM is the answer to all of these issues. PART C: DIFFERENCES OF PERSONELL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT ''Human Resource Management is regarded as just a set of initials or old wine in new bottles.'' (Armstrong 1987). Many experts in the field have argued that it would be just another name for personnel management. We can identify through my research that ''two sides of the coin are possible''. Firstly, we may look onto HRM as the natural development of personnel management in a more sophisticated way, and taking the words of Pat Lowry former president of the Institute of Personnel Management '' Personnel work has always included strategic matters and the present emphasis on business issues merely represents another change in the environment to which the personnel manager adapts by strengthening the competencies needed for the new situation. Human Resource Management is just the continuing process of personnel management- it is no different''. ...read more.

Conclusion

specialists which core value is that Human Resources are really important of a business and must be seen as an asset rather than a cost and the undertaking of a strategic perspective onto them is essential to achieve organizational objectives and satisfy stakeholders. bliography * � Sisson K., 1994, ''Personnel Management'', 2nd Edition, Blackwell Pub. * � Armstrong M, 1987, ''Human Resource Management case''- Journal of Personnel Management August 1996, (30-5) * � Legge K., 1989, ''Human Resource Management-A critical Analysis'' * � Personnel Standards Lead Body (PSLB), 1993 * � Hendry Pettigrew et all., 1991, ''Human Resource Development in small to medium sized enterprises'', Dept. Of employment Research paper No 88, Sheffield * � Storey J., 1989,''New perspectives of HRM'', London, Routledge & Kegan * � Storey J. & Sisson K., 1993,''Managing Human Resources and Industrial Relations'', Milton-Kaynes, Open University Press * � Derek Torrington & Laura Hall, 1995,''Personnel Mngt-HRM in action'', 3rd edition Prentice-Hall * � Guest D., 1989,''Personnel & HRM:Can you tell the difference ?'', journal of Personnel mngt January vol 21, No 1 * � Guest D,1987,''HRM and Industrial Relations'', Journal of Management studies 24(5) * � Beer M. et all, 1984, Managing Human Assets, New York free Press, ''Harvard Framework'', usage of the model * � Peters T. & Waterman R., 1982,''In search of excellence'', London, Harper & Row * � Poole M., 1990, 'Editorial: HRM in an international perspective'', international journal of HRM, vol. 1, No 1 * � Pat Lowry, President of the Institute of Personnel Management * � Armstrong & Long, 1994, Research findings in HRM & Personnel views ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    E5 ROLE OF ENTERPRISE AND INNOVATION IN MCDONALD'S What is Innovation? Innovation is the ability to develop new ideas to products or services and bringing this idea to the marketplace or thinking of new ways of satisfying customers' needs. McDonalds was a company which was the first to explore the fast food industry.

  2. John Smithers at Sigtek - Organizational Behavior

    coalition with them and thereby pressure and convince Patricof of the importance of TQ. Smithers could also work with Cross on the side to apply TQ to Cross' newly assigned and faltering product line in the hopes of demonstrating the usefulness of TQ techniques to Patricof.

  1. A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

    * Filling vacancies created by resignation, retirement or dismissal- At Sainsbury's and other organisations people move on. They get older, they hand in their notice or they are dismissed. In most cases it is necessary to replace the employee * Internal Promotion- At Sainsbury's there are opportunities for internal promotion.

  2. Managing Human Resources in Marks & Spencer.

    Staff turnover. Staff turnover should be analysed in order to identify the reasons people leave Marks and Spencer and to help it forecast future losses. A degree of staff turnover may be beneficial to the organsation, as fresh staff can be recruited, promotion channels may be opened up and it

  1. Employees are a business's most important assets; this is why they created the Human ...

    7506 5135 1 April-01 7060 5306 1 Whilst unemployment over the period has dropped from 9656 to 7060, the amount of vacancies has stayed around the 5000 mark. This could cause several problems with any employer; the remaining unemployed usually aren't very skilful.

  2. The chief objectives of this report include:Ø Settlement of the power conflict between top ...

    This includes:- ? Interview with representatives of both Cathay and the HKAOA. ? Annual & Interim Reports of Cathay ? Newspapers ? Magazines and Journals ? Cathay Pacific Airways' Official Web Site 4. FINDINGS Our findings are mainly based on the following sources:- * Interview Findings * Financial data published in the Next Magazine as showed at Tables 1-5.

  1. This report is based on functions of the Human Resource department at HSBC Bank. ...

    Many female staff will not have had an opportunity to benefit from assertiveness and self-confidence training - qualities that are particularly relevant in dealing with customers in the present competitive environment. Below is a list of what Springboard covers: * Getting to know yourself * Setting goals * Balancing home

  2. A study of Asda's personnel performance indicators.

    Internal causes of increased labour turnover could be: * A poor recruitment and selection procedure, which may appoint the wrong person to the wrong post. If this happens, then eventually the misplaced workers will wish to leave to find a post, which is more suited to their needs and talents.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work