It includes policies and practices involved in carrying out the people of a management position, including recruiting, screening training, rewarding and appraising. It consists of practices that an organization deals effectively with its employees during the various phases of the employment cycle: Many firms realize that they must enter foreign markets in order to compete as part of a globally interconnected set of business markets.
In earlier times, the Personnel Manager of a factory or firm was the person in charge of ensuring employee welfare and interceding between the management and the employees.
In recent times, the term has been replaced with HR manager. This article looks at the differences in usage and scope of functions as well as the underlying theory behind these nomenclatures.
In the section on introducing HRM, we briefly looked at the main differences. We shall look into them in more detail here. Personnel Management Traditionally the term personnel management was used to refer to the set of activities concerning the workforce which included staffing, payroll, contractual obligations and other administrative tasks.
In this respect, personnel management encompasses the range of activities that are to do with managing the workforce rather than resources. Further, personnel managers typically played the role of mediators between the management and the employees and hence there was always the feeling that personnel management was not in tune with the objectives of the management.
This has led to the development of the modern HRM function which is primarily concerned with ensuring the fulfillment of management objectives and at the same time ensuring that the needs of the resources are taken care of.
In this way, HRM differs from personnel management not only in its broader scope but also in the way in which its mission is defined.
HRM goes beyond the administrative tasks of personnel management and encompasses a broad vision of how management would like the resources to contribute to the success of the organization. Personnel Management and HRM: The answer to this would be that the way in which people are managed says a lot about the approach that the firm is taking.
For instance, traditional manufacturing units had personnel managers whereas the services firms have HR managers. While it is tempting to view Personnel Management as archaic and HRM as modern, we have to recognize the fact that each serves or served the purpose for which they were instituted.
Conclusion It is clear from the above paragraphs that HRM denotes a shift in focus and strategy and is in tune with the needs of the modern organization. HRM concentrates on the planning, monitoring and control aspects of resources whereas Personnel Management was largely about mediating between the management and employees.
In conclusion, the differences between these two terms have to be viewed through the prism of people management through the times and in context of the industry that is being studied.Many students of management and laypeople often hear the term HRM or Human Resource Management and wonder about the difference between HRM and the traditional term Personnel Management.
In earlier times, the Personnel Manager of a factory or firm was the person in charge of ensuring employee welfare. A Walmart store in Quebec, Canada.
Walmart’s human resource management uses recruitment, selection and retention approaches to optimize HR capacity. The global war for talent discussed in the preceding sections has both theoretical and practical implications, including the need to develop new perspectives in understanding and studying the emerging and evolving trends in HRM in a global context.
International Journal of Academic Research in Business and Social Sciences , Vol. 7, No. 3 ISSN: plombier-nemours.com Emerging Challenges of HRM in 21st Century: A Theoretical Analysis. Selected Journal Articles** Impact Factor Journals.
Forthcoming in Muhammad Mohsin Zahid, Bakhtiar Ali, Muhammad Shakil Ahmad, T. Ramayah & Naila Amin (). Part 1: The Human Resource Management Arena Syed and Pg Omar’s chapter on ‘Contextualizing Human Resource Management’ (Chapter 1) begins with a literature review of the contextual forces that influ- ence the design and practice of HRM.