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Phoenix Tannoy Company - Traditional view of personel management and the new approach of HRM.

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Introduction

REPORT CONTENTS 1. The difference between 'Personnel Management' and 'Human Resources Management'. 2. The development of 'Human Resources' and its history. 3. Some of the theorists, who help to shape the past and become the future, as we know it today. 4. Roles and tasks of personnel. 5. References. 6. Bibliography. 1. The difference between 'Personnel Management' and 'Human Resources Management'. Personnel management is to do with individual non-management people within an organisation, it is very 'people' orientated and looks after them through health and money aspects. Where as human resources management looks at every aspect of an organisation, which then deals with all managerial people within an organisation, it manages them and looks at how well people are suited to their jobs, if the money being paid is earned and how cost efficient is the work being done. There have been many people over the years that have written down their own idea of identifying the differences between the two areas; here are three of the most recent ones: Karen Legge in 1989 identified three features, she thought to be true a) 'Human Resource Management is less clearly focused but is certainly more concerned with managerial staff, whereas Personnel Management is an activity aimed primarily at non-managers.' b) 'Human Resource Management is much more of an integrated line management activity, whereas Personnel Management tasks seeks to influence line management.' c) 'Human Resource Management emphasizes the importance of senior management being involved in the management of culture, whereas Personnel Management has always been rather suspicious of organisation development and related unitarist, social psychologically orientated ideas.' Ref(1) Henry and Pettigrew in 1990 thought this to be true 'The most significant difference is that the concept of Human Resource Management is based on a management and business-orientated philosophy. It is a central, senior-management-driven strategic activity which is developed, owned and delivered by management as a whole to promote the interest of the organisation.' ...read more.

Middle

These concepts originated in Europe and had substantial impacts on the design of innovative work systems in Scandinavia in the 1960s and '70s. By the early 1980s they had achieved significant acceptance and use in American firms. Worker-participation models of decision-making have grown in importance and popularity in response to the rise of global competition and the rapid pace of technological change. Most contemporary organizational and industrial relations scholars have concluded that the full potential of new information and manufacturing technologies can only be realized through: * Management processes that support participation and communication across functional lines and departments; * Flexibility in how work is organized; * Effective problem solving. Yet there is still considerable debate among practitioners over the feasibility or wisdom of involving workers in organizational decision-making. Therefore, vestiges of both Theory X and Theory Y concepts and practices can be found in organizations today. Rosabeth Moss Kanter published two important studies of innovation (and the lack of it) in some large U.S. corporations. In The Change Masters, (1983) she compares two sets of firms, one more and one less hospitable to change, contrasting two types of management policies, "Segmental" and "Integrative", very similar to the "mechanistic" and "organistic" types in Burns and Stalker. Three new sets of skills are needed to manage in integrative situations: 1) political skills -- persuading others to invest information, resources, and support, 2) ability to manage employee participation and working in teams, and 3) understanding of change. The career manager: The management theory has emphasised the development of management as a professional activity and the manager as a new professional. Peter Drucker, in his 1954 book The Practice of Management, promoted results-driven management, such as 'management by objectives', in which expectations for performance are clearly spelled out (121-1 36); but the workers at the front line could not be trusted to make such decisions about the running of the business. ...read more.

Conclusion

In my own experience as an administrator I often had to restrain myself from reacting to the employee who clearly stated her or his wish not to do more than the 40 hours required by the job. I restrained myself by reminding myself and my managers that that is the individual's right. We had no right to demand more in the exchange of labour for money than we had set out in the original job description. Further, we had the responsibility not to allow that to prejudice us in our evaluations of the employee. 4. Roles and tasks of personnel STRATEGIC ADVISORY OPERATIONAL/SERVICING ACTIVITIES Policy Making Human Resources Planning Recruitment Devising Personnel Strategies Industrial Relations Selection Procedures Contributing to the Organisations Corporate Plan Training Job Analysis Management Development Payments Systems Organisation Development Administration of Grievance and Disciplinary procedures, Communicating Conditions of Service. Personnel Records The table above give the overall view of the main areas in which personnel management need to consider their own skills, knowledge and attitudes towards people and businesses. It is much better to have skills in all these areas, rather than extra strengths in a few of the areas, due to the falling in relations if some are not kept up to date. To be able to achieve this one needs to look at yourself and consider are you: Motivated An Innovator Focused Aspire to Growth People Orientated These are all essential to the first part of being a personnel manager. You then need to consider how you are with others, can you be: Methodical A Team Leader Organisational Skills Good at Developing Ideas These will help you with your workers and getting respect from them. Finally how is yourself control in objectionable situations, can you be sympathetic to others who are in distribute about problems they may have with each other or the company and not siding onto any ones sides, with out clearly and objectively helping as best that you can for their benefit and not own, when necessary. 5. ...read more.

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