The Similarities and Differences of Between Personnel Management and Human Resource Management.
From Zambia
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From Zambia
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well i think personnel is managing compensation, personal files etc., while HR management is more related with development aspects. still i want more clarification.. regs, nidhi
From India, Jaipur
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13From India, Jaipur
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Hi,
I have read the book written by C.B. Memoria. I am not sure, but the first edition was in 1966. In that book, I found all the development functions that have to be done by Personnel Managers.
Now the real situation of the market is that HR managers would like to do developmental work, but most organizations are not interested in spending money on welfare activities. So, HR managers feel frustration and only perform compensation and documentation functions.
I would like to quote one instance here:
We read about many Performance Appraisal Systems, but we mostly use SELF APPRAISAL SYSTEMs only. The 360 appraisal system is very popular, but I have not seen it in practice. As I am working in an Industrial Town/NCR, I am in touch with many HR managers, but I have not found anyone using the 360-degree appraisal system. Even automobile companies are not using this 360 Degree AP. SYS.
Thus, there is no logic in saying that the functions of HR are different from Personnel. It is a baseless and useless discussion, in my opinion.
One logic is here:
If Personnel Managers do not involve in developmental work, then how can we reach this advanced stage? Today, where we are standing is the result of past experience, and in the past, facilitators were called Personnel Managers.
Regards,
L.C. Pal
From India, Delhi
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I have read the book written by C.B. Memoria. I am not sure, but the first edition was in 1966. In that book, I found all the development functions that have to be done by Personnel Managers.
Now the real situation of the market is that HR managers would like to do developmental work, but most organizations are not interested in spending money on welfare activities. So, HR managers feel frustration and only perform compensation and documentation functions.
I would like to quote one instance here:
We read about many Performance Appraisal Systems, but we mostly use SELF APPRAISAL SYSTEMs only. The 360 appraisal system is very popular, but I have not seen it in practice. As I am working in an Industrial Town/NCR, I am in touch with many HR managers, but I have not found anyone using the 360-degree appraisal system. Even automobile companies are not using this 360 Degree AP. SYS.
Thus, there is no logic in saying that the functions of HR are different from Personnel. It is a baseless and useless discussion, in my opinion.
One logic is here:
If Personnel Managers do not involve in developmental work, then how can we reach this advanced stage? Today, where we are standing is the result of past experience, and in the past, facilitators were called Personnel Managers.
Regards,
L.C. Pal
From India, Delhi
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It is all about what you do rather than what you name it.
HR managers are supposed to perform a wide range of tasks, monitoring multiple aspects of the organization and the surrounding environment. If an HR manager cannot communicate effectively about financial matters, they are essentially a personnel manager or an administrative executive.
I am a facilitator of HR in my company. I monitor and appraise performance, conduct training, and resolve grievances. I have developed a KRA-based reward system that covers all employees, from security personnel to janitors. Over the past 11 months, I have worked extensively with top management, facing challenges and conflicts, but ultimately proving my worth. I now oversee two individuals responsible for legal and administrative work. My primary focus is on developing systems, people, and the organization, driven by the understanding of financial aspects.
Taking accountability for your work and opting for HR Accounting is crucial. HR deals with the most sensitive resource in the company – human capital. It is important to articulate your efforts in terms of productivity and profitability, establishing a system that directly links individuals to profits. Success lies in retaining and attracting the best talent.
Recognize and highlight successful practices and strategies implemented to acquire top human capital. It is a challenging task, but essential; otherwise, an HR manager risks being reduced to a highly paid data entry operator.
From India, Ahmadabad
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HR managers are supposed to perform a wide range of tasks, monitoring multiple aspects of the organization and the surrounding environment. If an HR manager cannot communicate effectively about financial matters, they are essentially a personnel manager or an administrative executive.
I am a facilitator of HR in my company. I monitor and appraise performance, conduct training, and resolve grievances. I have developed a KRA-based reward system that covers all employees, from security personnel to janitors. Over the past 11 months, I have worked extensively with top management, facing challenges and conflicts, but ultimately proving my worth. I now oversee two individuals responsible for legal and administrative work. My primary focus is on developing systems, people, and the organization, driven by the understanding of financial aspects.
Taking accountability for your work and opting for HR Accounting is crucial. HR deals with the most sensitive resource in the company – human capital. It is important to articulate your efforts in terms of productivity and profitability, establishing a system that directly links individuals to profits. Success lies in retaining and attracting the best talent.
Recognize and highlight successful practices and strategies implemented to acquire top human capital. It is a challenging task, but essential; otherwise, an HR manager risks being reduced to a highly paid data entry operator.
From India, Ahmadabad
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Personnel management is the terminology used in public sector organizations whereas HR is used in private sector. Plus Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.human resources is much broader in scope than personnel management.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.
But at the same time these are very subtle differences and if you are offered a job of personnel manager, you will be required to do the same work as HR.
From India, Mumbai
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But at the same time these are very subtle differences and if you are offered a job of personnel manager, you will be required to do the same work as HR.
From India, Mumbai
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I would say personnel management was the earlier name given to human resource management, though there are a number of differences.
1) The main responsibility of personnel management relates to salary and job administration, whereas the main responsibility of Human Resource Management relates to HRs, people's system, and the processes of the total organization.
2) The main task of personnel management is to respond to demands (coping function), whereas the main role of HR is to develop enabling capabilities (proactive role).
3) Personnel management believes people in an organization are motivated mainly by personnel function, whereas on the other side, it believes people are motivated by challenges and opportunities for development and creativity.
From India, Delhi
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1) The main responsibility of personnel management relates to salary and job administration, whereas the main responsibility of Human Resource Management relates to HRs, people's system, and the processes of the total organization.
2) The main task of personnel management is to respond to demands (coping function), whereas the main role of HR is to develop enabling capabilities (proactive role).
3) Personnel management believes people in an organization are motivated mainly by personnel function, whereas on the other side, it believes people are motivated by challenges and opportunities for development and creativity.
From India, Delhi
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What Bhawana says is more correct than the others, but not quite.
Personnel Management originally meant to deal with day-to-day problems relating to personnel administration, payroll, trade union relations, etc., which was 'coping'. Later, Human Resources Management evolved, which concentrated on developing human resources, i.e. employees, through training and development, personnel appraisal, job enhancement, etc., i.e. 'developing' personnel.
Sometimes the functions are further divided. You had a Personnel Manager looking after the day-to-day 'coping' problems, a Labour Relations Officer who looked exclusively after trade union and related industrial relations problems, and a Human Relations Manager looking after 'development' issues. This is usually in large organizations where separate managers are required to look after each set of issues effectively.
However, in smaller organizations, there is usually only one single manager, called either the Personnel Manager or the HRD Manager, who himself looks after all the above issues because he is able to do so effectively.
I hope this explains the situation a little better.
Jeroo
From India, Mumbai
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Personnel Management originally meant to deal with day-to-day problems relating to personnel administration, payroll, trade union relations, etc., which was 'coping'. Later, Human Resources Management evolved, which concentrated on developing human resources, i.e. employees, through training and development, personnel appraisal, job enhancement, etc., i.e. 'developing' personnel.
Sometimes the functions are further divided. You had a Personnel Manager looking after the day-to-day 'coping' problems, a Labour Relations Officer who looked exclusively after trade union and related industrial relations problems, and a Human Relations Manager looking after 'development' issues. This is usually in large organizations where separate managers are required to look after each set of issues effectively.
However, in smaller organizations, there is usually only one single manager, called either the Personnel Manager or the HRD Manager, who himself looks after all the above issues because he is able to do so effectively.
I hope this explains the situation a little better.
Jeroo
From India, Mumbai
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