The document discusses the definitions and concepts of human resource management compared to personnel management, outlining HRM's broader scope that views all personnel functions as interrelated and emphasizes a more dynamic, developmental approach concerned with both organizational and individual goals. Several theorists and their perspectives on management are also reviewed, showing the evolution of considering human and behavioral factors not just structure. Finally, a comparison highlights the differences between the more functional, administrative focus of personnel management versus HRM's encompassing, flexible, participatory stance.

1. Prof. Josefina B. Bitonio, DPA
Human Resource Development &
Management
Packet Learning 1
Definition of HRM
vs. Personnel Management

2. Module I
Objectives:
• to Introduce the concept of human resources
management (HRM);
• to learn the various schools of management;
• to review the key names in management theories; and
• to compare and contrast HRM with personnel
management in terms of these features: scope, hours of
work, place of work, types of services/function, goals,
technology, strategies and philosophy
Definition of HRM vs. Personnel
Management

3. HRM
HRM is a broad concept from employee selection,
training and development programs, career
development, promotion, performance review
and union – management interface and other
activities.
Peterson and Tracy (1981) emphasized that HRM
is an “emerging dynamic field in terms of both
the staff functional and day-to-day utilization of
human resources throughout the organization”.

4. Stressing the processes involved in managing
human resources in an organization,
Concepcion (1988) explain that -
HRM is an “art and science of acquiring,
motivating, maintaining and developing people
in their jobs in light of their personal,
professional and technical knowledge, skills,
potentialities, needs and values and in
synchronization with the organization
philosophy, resources and culture for the
maximum achievement of individuals,
organization and society’s goals”.

5. The Art of
Doing
things
Develop your
muscle to
focus,
practice and
train your self

6. Science
• HR is a product of the Human Relation Movement of
the early 20th Century, when researchers began
documenting ways of creating business
values through the strategic management of the
workforce. It was initially dominated by transactional
work, such as payroll and benefits administration,
but due to globalization, company consolidation,
technological advances, and further research, HR as
of 2015 focuses on strategic initiatives
like mergers, and acquisitions, talent management
,succession planning, industrial and labor relations,
diversity and inclusionion.

7. Given the opportunity to
select your HR
What kind of people skills
would you prefer?

8. Using the HR as
science
• Ability to predict
• Need people to have vision
• Use of data to predict risks, opportunities
• Use data in knowing what is happening? What
will/can happen?
• Ability to collaborate across generator
(Collaborator)

9. W. French (1990) refers to
HRM as that which embodies
the “philosophy, policies,
procedures, and practices
related to the management at
people within the
organization.”

10. It implies
• HRM can be viewed from a process-
system perspective. From a process
point of view, the concept includes all
those process affecting and involving all
employees o the organization including
human resources planning, job design
and information, staffing, training and
development performance appraisal,
compensation, and organization
development.

11. It implies
• However, these processes have to be
interrelated with each other through
systems. Thus, the study of HRM involves a
network of interrelated processes through
systems which have to be planned,
developed, and implemented by all levels of
management and the rank and files. These
are directed towards the achievement of
organizational goals and objectives

12. Planning
Development
Management
• Strategic
• Tactical
• Work Attitudes
• Relationship
•POSDECoRB
•Techniques of leadership
& Coordination or
cooperation
These processes have to be interrelated with each other
through systems. Thus, the study of HRM involves a
network of interrelated processes through systems which
have to be planned, developed, and implemented by all
levels of management and the rank and files. These are
directed towards the achievement of organizational goals
and objectives

13. S – Specific
M – Measurable
A – Achievable
R – Realistic
T – Time-Bound
E – Emotionally Intelligent
R – Resources Specific
Source: Shobhit Tayal:2009 Slideshare
GOAL should be “SMARTER” than others:

14. Time is something that we can never
take back. Why is time management
so important? Time never rewinds
like videotape. We can get more
money but we cannot get more time!
• Time is rare.
• Time cannot be stored.
• Time is required for everything.
• Time Management reduces effort.
Source: Shobhit Tayal, Slideshare

15. History of Various Schools of Management
Perspective I
• Structural
system
Perspective
II
• Informatio
n System
Perspective
III
• Human
System
Each perspective of
management grew
out of hospitable
cultural context,
what appear to be a
naïve procedure
may at another time
have been useful
solution to a
perceived problem.
Source: UP ISSI:2006

16. Perspective I
Structural System
Perspective II
Information System
Perspective III
Human System
1900 Weber
Taylor
Gilbreth
Roelthlisberger
1940 Blackett
Cock and French
Churchman and
Ackoff
Coch and French
(Univ of Michigan Group)
1950 Woodward March & Simon (Ohio State Group)
McGregor
Argyris, Maier
Herzberg, Likert
1960 Etzioni
Seiler
Forrester
Emshoff
Vroom
Blake And Mouton
Reddin
Fiedler
1970 Integrated Systems
Approach
Key Names in Management Theory

17. Perspective I: The Structural Design View of
Management
Three Schools
Universal
Principles of
Management
School
(Fayol’s 14
Principles)
Structuralist
School
(Weber’s 7
Characteristics of
Bureaucratic
Structure)
Scientific
Management
School
(Taylor – The
Application of
Science and the
Search for One
Best Way)

18. Perspective II: Information flow
1. Operations
Research –
mathematically
quantifiable
parameters
(Churchman - 6
phases, and
Forrester’s system
Dynamics - )

19. 2. Output and Input
Model (Emshoff)
Elderly tend
to die before
the young
Is it blacks,
whites and
orientals die
earlier
OUTPUT
MODEL
Input data:
Diet
Sanitation
Work habits
Causal and antecedent
factors
Emshoff states that input –oriented research is needed for behavioral
systems rather than output oriented
The fact that Emshoff and Forrester are concerned with the
human variables clearly manifests that the newer perspective
theorists are aware of the human component.

20. • Hawthorne Plant of Western Electric Co.
• HAWTHORNE EFFETC (by behavioral scientists: Elton Mayo,
and Fritz Roethlisberger of Harvard Business School
Perspective III: Human Perspective
Levels of Illumination
Bright sunlight Darker Full Moon
• A group of female relay assemblers was set apart and observed
closely. Each time the intensity of light was changed, the production rate
went up until it was physically impossible to see.
• The workers knew that the researchers were interested in their
performance but did not really think about the implications of differing
level of illuminations

21. Gold fish bowl • Increase performance resulting from
the workers knowledge that they were
being observed with interest, treated
as important and that their inputs
were taken into consideration
• Workers attitudes, morale, group
effects
• People oriented supervisory styles
“nice guys” coming from the HR
training (“warm feeling training”) or
“charm school” consists primarily of
company picnics, getting the wives
together, and company sponsored
athletics

22. Organizational and Development School
OD “Overcoming
resistance to Change”
Coch and French
Leadership Styles
“Authoritarian,
democratic and
Laissez-Faire – to
leave alone” Lippitt
and WHITE (1939)
Sensitivity Trainings
of T-Groups

23. Herzberg
satisfaction nor
dissatisfaction
Maslow Higher
/Lower Order
Needs have been
partially satisfied
Managerial Grid by
Robert Blake
Concern for people
or Concern with
production
Multi – Dimensional Theorists – Motivation
Theories)

24. A third multi-dimensional theorists is Fred Fiedler.
His leadership style theory, based on over 20
studies, identifies three dimensions:
a) Position power of leader (strong or weak)
b) Leader-member relationships (favorable
& unfavorable)
c) Definition of job ( clearly and vaguely
defined)
Multi – Dimensional Theorists -

25. Finally Lawrence and Lorsch
Certain organizational functions e.g. marketing, production, R & D
should be more or less tied with one another. However, the
relative independence of these operations should vary, depending
on the nature of the industry and environment

26. Multi-dimensional are here to stay.
Coupled with situational approach
to organizational design,
leadership styles and OD appear
to be the current directions for the
study of organizations. Examine
each situation to determine the
most appropriate directions allows
much more flexibility in the
study and development of
organizations

27. Personal goals
and objectives
of the
employees
Organizational
goals, needs,
interests and
perceptions
Both
influence
each
other to
promote
their
needs
and well
being

28. Sugiharto, SH.MM (2009) outlined the management
of Human Resource in an Organization
Human Resource Management’s Outline
Acquisition
Development
Motivation
Maintenance
Source: Sugiharto, SH.MM 2009

29. HRM Roles
Administrative
Functions
1
• Recruitment-Selections
2
• Compensation Analysis
3
• Benefits Administration
4
• Training & Development
5
• General Employee
Administration
Source: Sugiharto, SH.MM 2009

30. HRM Activities
Recruitment &
Staffing
Planning- Analysis
of the HR
Employee
Relations
Equal Employment
Opportunity
Remuneration
HR Development
Source: Sugiharto, SH.MM 2009

31. Personnel
Management
HRMD

32. • HRM differs in terms of perspective
• French (1990) stresses that
personnel management has a strong
functional focus in that it is
concerned with the administration of
specific employee-related functions
such as hiring, training,
compensation, and disciplinary
action. It does not view these
functions as interrelated

33. • it views all personnel functions as
interrelated and emphasizes a more
dynamic, action-oriented perspective of
organization / personnel processes.
• In other words, HRM which combines
individual and organization goal takes on a
more developmental, flexible and
participatory stance. Because of its concern
for the growth and development of the
individual.

34. • It provides opportunities and mechanisms for
things to happen. It is proactive in the sense that
the involvement and participation of the employees
in all management processes is harnessed and
developed.
• It is innovative in the sense that it does not stop at
making changes and introducing innovations in all
personnel functions to facilitate and promote
change and development for both organization and
employees.

35. Without the active involvement
and participation of the
employees, the organization
cannot grow and develop to
meet its goals. All these are
critical in understanding HRM.

36. Comparison Between Personnel
Management and Human
Resources Management
FACTORS PERSONNEL
MANAGEMENT
HUMAN RESOURCES
MANAGEMENT
1. Scope : people
involved
mostly rank and file all people working for and
with the organization
including the Board, top
management consultants or
resource persons, middle
management, rank and file
2. Hours of work full-time work full-time, part-time, flex time
3.Place of work formal setting: office,
factory / plant
formal and informal settings

37. FACTORS PERSONNEL
MANAGEMENT
HUMAN RESOURCES
MANAGEMENT
4.Types of
service /
function
few and simple:
personnel
information,
recruitment and
screening social
activities,
management-labor
relationship
Varied and complex: job organization
and information: job analysis, job
design and job evaluation;
acquisition of human resources:
human resources planning,
recruitment, screening, selection and
placement, maintenance: orientation,
motivation, assessment and
evaluation, compensation
administration, movement analysis,
benefits, participation and services
programs, management- labor
relations.
5.Department
head or officer-
in charge
administrative
officer or chief
executive officer
Separate Human Resources
Department manned by human
resources specialist

38. FACTORS PERSONNEL
MANAGEMENT
HUMAN RESOURCES
MANAGEMENT
6.Department
staff: qualifications
lawyer, records clerk behavioral scientist, social
science researcher
7.Level reporting lower level of line of
managers
higher level of general
manager or chief executive
officer
8.Goals accomplishment of
organization goals being
emphasized
accomplishment of
organization and individual
goals
9.Technology mechanistic: reactive,
structural, inflexible,
technical, control oriented
and organization-oriented
Developmental: proactive,
socio-technical orientation,
flexible, participatory,
creative and innovative

39. FACTORS PERSONNEL
MANAGEMENT
HUMAN RESOURCES
MANAGEMENT
10. Strategies Personally subjective
based on management’
needs and values:
compartmentalized
approach
Objective and scientific based
on individual and organization
culture, total systems
approach
11.Philosophy Traditional work
orientation with
priorities on
organization and
management welfare
mainly for profit people:
an expense and a
factor or production
Human with emphasis on
respect for individual and
society’s well-being: people:
an investment and a resource

40. Summary
• A personnel has a strong functional focus. It is concerned with
the administration of specific employee-related functions such
a hiring, training and disciplinary actions which are not viewed
as interrelated.
• Human resources management views all personnel
functions as interrelated and takes an encompassing
view. It is development flexible and participatory in the
sense that it is more concerned with the growth and
development of the individual employee; provides more
opportunities and innovations in all personnel functions.

41. Integrating Theory and Practices
A number of government agencies do not have
HRM plans and programs based on the needs and
expectations of individual employees. In fact , some
agencies have strategic plans which do not spell out
approaches to the development of human resources
of the organization. Identified strategies have
focused more on achieving the goals of the
organization rather than on attaining both the goals
of the organization and employees. In this regard,
employees are not seen as an investment and a
resource for the organization’s productivity and
efficiency.

44. To be continued next page . . .

46. Happiness
•40 % genetics
• 60% you have complete
control of !

47. Reporting of Reflection