Difference between HUMAN RESOURCE DEVELOPMENT & Traditional PERSONNEL MANAGEMENT
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Difference between HUMAN RESOURCE DEVELOPMENT & Traditional PERSONNEL MANAGEMENT

madhu_gupta Started The Discussion:

Difference between HUMAN RESOURCE DEVELOPMENT
&
Traditional PERSONNEL MANAGEMENT


Definition

Personnel Management - Personnel Management is thus basically an administrative record-keeping function, at the operational level. Personnel Management attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc. It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organizational success.

Human Resource Development - Human resource management is concerned with the development and implementation of people strategies, which are integrated with corporate strategies, and ensures that the culture, values and structure of the organization, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals.

HRM is concerned with carrying out the SAME functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively DISTICNT way, when compared with Personnel Management.

Main Differences between Personnel Management and HRM


·Personnel management is workforce centered, directed mainly at the organization’s employees; such as finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions etc. While on the other hand, HRM is resource –centered, directed mainly at management, in terms of devolving the responsibility of HRM to line management, management development etc.

·Although indisputably a management function, personnel management has never totally identified with management interests, as it becomes ineffective when not able to understand and articulate the aspirations and views of the workforce, just as sales representatives have to understand and articulate the aspirations of the customers.

·Personnel Management is basically an operational function, concerned primarily with carrying out the day-to day people management activities. While on the other hand, HRM is strategic in nature, that is, being concerned with directly assisting an organization to gain sustained competitive advantage.

HRM is more proactive than Personnel Management. Whereas personnel management is about the maintenance of personnel and administrative systems, HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and the management of change.


27 Points of Difference between Personnel Management & HRD
S. No.
Dimension
Personnel Management
Human Resource Development
Beliefs & Assumptions
1.
Contract
Careful delineation of written contracts
Aim to go ‘beyond contracts’
2.
Rules
Importance of devising clear rules/mutuality
‘Can-do’ outlook; impatience with ‘rule’
3.
Guide to management Action
Procedures
‘Business – need’
4.
Behaviour Referent
Norms/custom & practice
Values/Mission
5.
Managerial Task vis-à-vis Labour
Monitoring
Nurturing
6.
Nature of Relations
Pluralist
Unitarist
7.
Conflict
Institutionalized
De-emphasized

STRATEGIC ASPECTS
8.
Key Relations
Labour Management
Customer
9.
Initiatives
Piecemeal
Integrated
10.
Corporate Plan
Marginal to
Central to
11.
Speed of Decision
Slow
Fast

LINE MANAGEMENT
12.
Management Role
Transactional
Transformational leadership
13.
Key Managers
Personnel/IR Specialists
General/business/ line managers
14.
Communication
Indirect
Direct
15.
Standardisation
High (e.g. ‘parity’ an issue)
Low (e.g. ‘parity’ not seen as relevant)
16.
Prized management skills
Negotiation
Facilitation
KEY LEVERS
17.
Selection
Separate, marginal task
Integrated, key task
18.
Pay
Job Evaluation (fixed grades)
Performance – related
19.
Conditions
Separately negotiated
Harmonization
20.
Labour Management
Collective bargaining contracts
Towards individual contracts
21.
Thrust of relations
Regularized through facilities & training
Marginalized (with exception of some bargaining for change models)
22.
Job categories & grades
Many
Few
23.
Communication
Restricted flow
Increased flow
24.
Job Design
Division of Labour
Teamwork
25.
Conflict Handling
Reach temporary truces
Manage climate & culture
26.
Training & Development
Controlled access to courses
Learning companies
27.
Foci of attention of interventions
Personnel procedures
Wide ranging cultural, structural & personnel strategies



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