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Personal Management or Human Resource Management - Which is it?

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Introduction

Personal Management or Human Resource Management ----- Which is it? The competition in the recent business area is unprecedented severity. The organizations, who manage successfully, can survive in the dog-eat-dog market. It follows that human resource becomes a key source of every organization. The effectiveness of managing the human resource also becomes an important factor to achieve success. In the same way, personal management and human resource management are two main modes for managing human resource. The definitions of these two modes will be showed in the first part of this essay. Then, this essay will compare these two modes with the strategy, corporate culture and the role of managers in different system. To begin with introduce the definitions about personal management and human resource management. Personal management refers to managing human resource with organizations, which includes recruitment and selection, training and employee development, appraisal and reward, discipline and dismissal (Edmund Heery and Mike Noon, 2001). According to Lesley Mackay and Derek Torrington, HRM is "directed mainly towards management needs for human resources (not only employees) to be provided and deployed. There is greater emphasis on planning, monitoring and control, rather than on problem-solving and mediation. ...read more.

Middle

After this, all of the activities should be done following the strategy, which also needs to be monitored. HRM does not as personnel management which only focuses on problem-solving and mediation. In addition, the strategy should be flexible, which can to be changed or adjusted when the purpose of the organization is changing. Secondly, corporate culture, which needs to be understood and managed as a key aspect of HRM, emphasizes to be built in HRM system. On the one hand, setting up a common interest between employer and employed could release a massive potential of initiative and commitment with in the workforce (Peter, Drucker, 1955). Furthermore, the personnel policies and procedures of the organization should be linked closely. At the same time, everyone in the organization should be involved in the achievement of the strategy, which will take great contribution to the organization. On the other hand, HRM emphasizes to build up an equal partnership between employers and employed, which is a mutuality system, all of the people in this system are equal when they are achieving the common aim of the organization. ...read more.

Conclusion

The HRM managers have a responsibility of integrating the whole organization, which organizes all of the members of the organization to work together for the common target. The HRM managers also have some abilities of motivating and developing the employees with the requirement of the organization's culture. Moreover, all of the programmes can be accountable, which means that every actual process should be monitored and controlled. In contrast, the role of personnel managers is different, who always pay attention to problem-solve and arbitration. It follows that the personnel managers usually partly play as a clerk, partly as an intermediary, and partly as caseworker. What is more, they often use the way of coercion and menace to manage, whose work is complicated and less planning. In conclusion, there are some dissimilarity between HRM management and personnel management, which appear in the organizational strategy, organizational culture and the role of manager of different modes. HRM emphasizes the importance of strategic approach which consists of planning, control, integration and management of the organization's human resources. At the same time, its programmes need to be relevant to the organization's culture, which own the common interest and equal partnership in the organization. ...read more.

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