Bloisimobpp17

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Difference between HRM and personnel management

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Bloisimobpp17

  1. 1. Difference betweenPersonnelManagement andHuman ResourceManagement in the
  2. 2. Learning OutcomesAfter studying this chapter you will be able to:Identify the historical developments and their impact on HRMOutline the development and functions of HRMUnderstand the differences between HRM and Personnel managementEvaluate ‘hard’ and ‘soft’ approaches to HRMUnderstand how diversity is an issue HR practiceConsider the HRM as an international issue
  3. 3. Historical DevelopmentThe Late 15th CenturyScientific ManagementFordismHuman Relations MovementThe First World WarBetween the warsThe Second World WarThe Post War Years
  4. 4. Post 70s Features of HRMThe collective bargaining roleThe implementer of legislation roleThe bureaucratic roleThe social conscience of business role. A growing performance improvement role
  5. 5. Personnel Versus Human Resource ManagementSometimes means the same things.HRM can mean a particular philosophy
  6. 6. Traditional HR Functions
  7. 7. Distinguishing Between HRM and PM
  8. 8. Guest’s Model of HRMLinked to the strategic management of an organisation.Seeks commitment to organisational goalsFocuses on the individual needs rather than the collective workforce.Enables organisations to devolve power and become more flexibleEmphasises people as an asset to be positively utilised by the organisation.
  9. 9. Storey’s Definition of HRM Human capability and commitment. Storey argues that this is what differentiates organisations. Strategic importance of HRM. It needs to be implemented into the organisational strategy and needs to be considered at the highest management level. The long term importance of HRM. It needs to be integrated into the management functions and is seen to have importance consequences on the ability of the organisation to achieve its goals. The key functions of HRM which are seen to encourage commitment rather than compliance.
  10. 10. Points of Difference between Personnel and IR Practices and HRM PracticesDimension Personnel/IR HRMBeliefs and assumptions1. Contract Careful delineation of written Aim to go beyond contract contracts2. Rules Importance of devising clear Can-do outlook; impatience with rules/mutuality rule3. Guide to management Procedures Business need action4. Behaviour referent Norms/custom and practice Values/missionManagerial task Monitoring Nurturingvis a vis labour6. Nature of relations Pluralist Unitarist7. Conflict Institutionalised De-emphasised
  11. 11. Strategic aspects Personnel /IR HRM8. Key relations Labour management Customer9. Initiatives Piecemeal Integrated10.Corporate plan Marginal to Central to11. Speed of decision Slow Fast
  12. 12. Line management Personnel / IR HRM12. Management role Transactional Transformational leadership13. Key managers Personnel/IR General/business/line specialists managers14. Communication Indirect Direct15. Standardisation High (for example Low (for example parity an issue) parity not an issue)16. Prized Negotiation Facilitation management skills
  13. 13. Key Levers Personnel / IR HRM17. Selection Separate, marginal task Integrated, key task18. Pay Job evaluation (fixed Performance related grades)19. Conditions Separately negotiated Harmonisation20. Labour management Collective bargaining Towards individual contracts contracts21. Thrust of relations with Regularised through Marginalised (with exception stewards facilities and training of some bargaining for change models)22. Job categories and Many Few grades23. Communication Restricted flow Increased flow24. Job design Division of labour Teamwork25. Conflict handling Reach temporary truces Manage climate and culture26. Training and Controlled access to Learning companies development courses27. Foci of attention for Personnel procedures Wide ranging cultural, interventions structural and personnel strategies
  14. 14. A Model of the Shift to HRM
  15. 15. Hard HRMThe hard approach rooted in the manpower planning approach is concerned with aligning human resource strategy with business strategy
  16. 16. Soft HRMThe soft approach is rooted in the human relations school, with concern for workers outcomes and encourages commitment to the organisation by focussing on workers concerns.
  17. 17. The Human Resource System
  18. 18. The Harvard Model of Human Resource Management
  19. 19. Guest’s Model of HRM
  20. 20. Strategic Management andEnvironmental Pressures
  21. 21. The Human Resource Cycle
  22. 22. The Context of HRM
  23. 23. The HR Functions
  24. 24. SummaryAn HR manager needs to recognise that Human Resource Management is in a constant state of change. HR management has progressed from an ad hoc role to the professional body of the CIPD.
  25. 25. Summary continued 1The terms Personnel management and HRM have are part of the debate that inform the role of the HR manager.HRM is viewed as a means of moving people along to achieve organisational goals through staffing, performance, change management and administrative objectives.
  26. 26. Summary continued 2Personnel Management has often been seen as a bridge between the employer and the employee."Hard" HRM characterised by the Michigan model is seen as viewing people as a resource needed to achieve organisational goals."Soft" HRM characterised by the Harvard model is seen as a method of developing strategies to encourage employee commitment.
  27. 27. Summary continued 3The functions of HR include: planning and resourcing; recruitment and selection; training and development; pay and reward and employee relations.Understanding the HR context in relation to the organisational and external context is important for an effective HR manager.

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