• Definition of Personnel Management • Nature of Personnel Management • Role of Personnel Management • Difference between Personnel Management and HRM • Strategic Human Resources Management

1. RESOURCE
MANAGEMENT
PERSONNEL
Zyra Gail E. Apostol

2. PERSONNEL
MANAGEMENT
♦ It can be defined as obtaining, using and maintaining a satisfied
workforce.
♦ It is a significant part of management concerned with employees at
work and with their relationship within the organization.
♦ According to Flippo, “Personnel management is the planning,
organizing, compensation, integration, and maintenance of people
for the purpose of contributing to organizational, individual and
societal goals.”
♦ According to Brech, “Personnel Management is that part which is
primarily concerned with human resource of an organization.”

3. NATURE OF PERSONNEL
MANAGEMENT
1. Personnel management is an extension of general
management.
2. Personnel management exists to advise and assists the line
managers in personnel matters.
3. Personnel management lays emphasize on action rather than
making lengthy schedules, plans, and work methods.
4. It is based on human orientation.
5. It also motivates the employees through its effective incentive
plans so that the employees provide fullest co-operation.
6. Personnel management deals with human resources of a
concern. In the context of human resources, it manages
both individuals as well as blue- collar workers.

4. ROLE OF PERSONNEL
MANAGEMENT
Personnel manager is the head of the
personnel department. He performs both
managerial and operative functions of management.
1. Personnel manager provides assistance to top
management.
2. He advises the line manager as a staff specialist.
3. “As a counselor, the personnel manager attends
problems and grievances of employees and guides
them.
4. Personnel manager acts as a He is a linking pin
between management and workers.
5. He acts as a “Since he is in direct contact with the
employees”, he is required to act as a representative
of the organization in committees appointed by the
government.

5. ♦ Careful delineation of written contracts
(employment contract).
♦ Pay after job evaluation (fixed grades).
♦ Collective bargaining is a means of labor
management.
♦ Labor is treated as a tool which is expendable
and replaceable.
♦ Interests of the organization are uppermost.
♦ Indirect communication.
♦ Job design is division of labor oriented.
♦ Aim to beyond contract (employment contract).
♦ Performance related pay system.
♦ Individual contracts are the basis for labor
management.
♦ People are treated ass assets to be used for the benefit
of an organization, its employees and the society as a
whole.
♦ Mutuality of interests.
♦ Direct communication.
♦ Job design is teamwork oriented.
PERSONNEL
MANAGEMENT
HUMAN RESOURCE
MANAGEMENT

6. ♦ Strategic Human Resource Management: Strategic human resource management is the connection between a
company’s human resources and its strategies, objectives, and goals.
The aim of strategic human resource management is to:
 Advance flexibility innovation, and competitive advantage.
 Develop a fit for purpose organizational culture.
 Improve business performance.
From Personnel Management to Strategic Human Resource
Management

7. STAGE ONE
1900 – 1940s
WELFARE AND
ADMINISTRATION
1. Personnel functions were performed by
supervisors, line managers and early specialists (e.g.
recruitment officers, trainers, welfare officers) long
before the establishment of a national association
representing a “profession” of personnel or
Human resource management.
2. During this period, society was generally stable,
though disrupted by the First World War and the
Great Depression. Unemployment was low until
the 1930s when labor became readily available for
employers.
3. Trade unions were active largely focusing on issues
of pay and working conditions.
4. Personnel functions were mainly restricted to
administrative areas.

8. STAGE TWO
1940s – MID 1970s
STAFFING, TRAINING
AND INDUSTRIAL
RELATIONS
1. The Second World War referred to above, had
significant repercussions on both those that stayed
behind, particularly in business and the labor
market.
2. During the Second World War, not only was there a
scarcity of labor in essential industries such as
munitions and food, but there was also a
corresponding increase in problems and
performance of existing employees.
3. Training courses were launched to equip
practitioners with the necessary skills.
4. This stage is characterized by the expansion of
necessary personnel functions for the post-war
economy; a gradual move from specialist to more
general approaches

9. STAGE THREE
MID 1970s – 1990s
HRM AND SHRM
1. Personnel management transformed into human
resource management, in the 1970s, representing a
change towards the integration of personnel
functions, strategically focused on overall
organizational effectiveness.
2. Unlike previous periods, this stage represents the
integration of personnel management and
industrial relations into a coordinated and strategic
approach to the management of an organization’s
employees and this led to the development of
Strategic Human Resource Management (SHRM).

10. STAGES OF
DEVELOPMENT FROM
PERSONNEL
MANAGEMENT TO HRM
AND SHRM
WAYNE CASCIO (1989)
THREE DISTINCT PHASES:
♦ Stage One – 1900 – 1940s Welfare and
Administration.
♦ Stage Two – 1940s- mid-1970s welfare,
administration, staffing and training personnel
management, and industrial relations;
♦ Stage Three – mid — 1970s – 1990s HRM and
SHRM.

11. THANK YOU
Zyra Gail E. Apostol
Twitter
@zyragail1273
Email
zyragailapostol@gmail.com
Phone
+639 771567057