A. Jagan Mohan Reddy
25th January 2014 From India, Hyderabad
My experience is that the HRD chief and personnel down the line in the HRD function are unable to see the line of demarcation as brought out by Sh. Reddy above. The whole function acts as personnel department only. Even their behavior is centered at 'controlling' the work force, enforce the so-called policies and 'rules' of the management without any significant concern in the direction of development of the human resource. 'Training' is a very important requirement and activity of the HRD. Most of the time it is not done or is sparingly done and that too s an eye-wash. Effectiveness of the training, if at all imparted, is hardly gauged. Though this feature is emphatically included in the provisions of all standard specifications e.g. ISO 9001 etc., it is done halfheartedly just for the sake of records.
I wish the persons at the helm of affairs in all HRD functions take this seriously.
25th January 2014 From India, Surat
25th January 2014 From India, Kakinada
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 DISTINCT way, when compared with Personnel Management.
Please keep sharing...
27th January 2014 From India, Kakinada
Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.
28th January 2014 From India, Kakinada
I have never been to Kenya, so I don't know your labour laws or past happenings. But below is what could have happened in India.
Right from the 1960s, the activities coming under the purview of the HR Domain have been carried out albeit under different names. Way back then, there used to be a Time Office, which later became Labour Office and had a Labour Officer, who in today's world is typically like a Supervisor of a Contractor doing time keeping, leave and OT calculation etc. Then came Welfare Officer, who became responsible for employee welfare. In 1980's came the concept of Personnel Management and had people like Personnel Officer / Personnel Manager. In late 1990s came a newer concept of "HR".
With time, and with increase in awareness / knowledge / advancements, new issues came to the fore. In line was the development in the field. As rightly said by Mr Rajesh Kantubhukta, PM is more administrative (mundane) while HR is more on the development side. So while you have Policy, Leave, OT, Time Keeping, Compliances coming under PM... T&D, ISO compliances, Competency Mapping, BSC, Assessment Centres, EE, R&R etc fall in HR domain.
Today, we have progressed a step ahead. In line with people's aspirations, there is a separate "Head" for Talent Acquisition, Talent Management, Employee Enagagement, PMS, Employee Relations, Statutory Compliances, CSR... eventually all reporting to the real Head HR.
1st February 2014 From India, Mumbai