Everything you need to know about the key differences between the Personnel Management and Human Resource Management.
Some managers think that HRM is a dignified term for personnel management while some others think that both the terms are interchangeable as they involve identical functions. But it should be remembered that HRM is not personnel management though the latter is included in the former.
HRM is a broad concept while personnel management is a part of it. HRM views human resource as important assets for the development of organisation. While personnel management has limited scope and views human resource as a labour and utilising them for the advantage of the organisation.
Personnel management is a routine administrative activity, HRM is integrated into the overall strategic management of the enterprise.
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For personnel management, the interest of the organisation is prima facie while for HRM the interests of both the organisation as well as the employees matters.
Difference between Personnel Management and Human Resource Management
Difference between Personnel Management and Human Resource Management
As a matter of fact, it is very difficult to make a sharp distinction between “personnel management” and “human resource management”. Both deal with manpower in organisations, and both are concerned with various areas relating to employees’ performance and behaviour. Both aim at managing workpeople in such a way that the defined goals of the organisation are effectively and smoothly achieved.
Dale Yoder, Paul Pigors, and Charles Myers recognised the importance of personnel department in managing manpower in industrial organisations, but laid emphasis on its staff functions. George Strauss and Leonard R. Sayles identified certain specific areas coming under the purview of personnel management.
These include recruitment, selection and placement; job analysis, job description and job evaluation; compensation and appraisal plans; employment records; employee benefit programmes; special services; training and education programme; labour relations; public relations; and personnel planning and evaluation. Human resource management also covers these areas.
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However, based on the study of approaches and practices associated with them, certain elements of distinction between them can be broadly identified.
The term “personnel management” preceded the adoption of the concept “human resource management.” Traditionally, the approach in personnel management had essentially been passive and somewhat rigid. It generally lacked quick adaptability to the demands of the newly emerging challenging situations.
Personnel management considered employees mainly as a factor of production, and aimed at deriving maximum production from them. It gave scanty consideration to the development of potentialities of the employees and their worth for the organisation. On the contrary, the approach in human resource management is dynamic and flexible.
It recognises the importance of human aspects in ensuring optimum utilisation of human resources in achieving the goals of the organisation. As the goals of organisations, whether short-term or long- term, change, the policies and programmes in human resource management also have to be modified and revamped to meet the changing needs of the organisation. Personnel management had, however, given rather casual attention to strategic aspects in managing work-people.
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Secondly, the areas of activities in personnel management have generally been limited and confined mainly to routine work. Of the various areas identified by Strauss and Sayles, mentioned above, emphasis in personnel management has generally been on recruitment, maintenance of discipline, record-keeping, grievance settlement, wage and salary administration, and training.
Human resource management also operates in all these areas, but with a flexible approach. Its focus of attention is primarily on those areas which are vital under existing situations. More recent emphasis in human resource management has been on performance appraisal, performance-based remuneration, employee development, employee relations, fruitful recruitment and selection, development of employee competency and improvement of their behaviour, and promotion of cooperation amongst work-groups.
Thirdly, personnel management has traditionally been considered a staff function. Its main function has been to render advice and assistance to line management on specific issues, and it has been up to the line management to accept or not to accept it or to get it modified. It has been entrusted with administrative functions only in limited areas such as running of canteens, and looking after educational, recreational and some other welfare measures.
Human resource management generally performs both line and staff functions in an appreciable measure. It plays a major role in line management such as recruitment and selection, performance appraisal, skill and employee development, employee relations, workforce adjustments and motivation.
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Fourthly, whereas personnel management has generally adhered to the stated policies in defined areas, human resource management actively participates in the formulation of need-related policies, determination of the areas to be covered and implementation of the policies with an eye on the specific needs of the organisation.
Lastly, personnel management has potently been concerned with industrial relations, settlement of industrial disputes, collective bargaining and relations with trade unions, but the focus of attention in human resource management is mostly on employee relations, development of employees’ competence, performance appraisal and workforce adjustments in the light of changing needs of the organisation.
The broad points of distinction between personnel management and human resource management are highlighted below-
Some broad points of difference between “Personnel Management” and “Human Resource Management”:
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(1) Predominantly a staff function and routine work.
(2) Conventional approach – inadequate attention to human aspects.
(3) Limited functional areas such as recruitment, record-keeping, wage payment, training, discipline, grievance settlement and labour relations.
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(4) Passive and rigid approach towards manpower management.
(5) Emphasis on managing existing personnel.
(6) Based primarily on broad organisational goals.
Human Resource Management:
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(1) Combines both line and staff function in appreciable measure.
(2) Major emphasis on human aspects.
(3) A cluster of functions including recruitment and selection, compensation, training and development, employee relations, performance appraisal, grievance settlement, cooperation, employee behaviour, workforce adjustment and strategic policies and plans.
(4) Flexible approach towards managing human resources.
(5) Attention on both existing and prospective manpower.
(6) Directly linked to core organisation’s needs.
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The use of the term for managing work-people in organisations has depended mainly on the approach in which manpower is viewed. In its early usage, the term “labour management” was widely prevalent. It was subsequently replaced by the term “personnel management”, and then by “human resource management”.
During more recent years, many organisations have been talking about and even using such terms as “human assets management”, “human capital management”, “intellectual assets management” and “talent management”. No one knows what other terms will be used in future denoting management of work-people in organisations.
Difference between Personnel Management and Human Resource Management
HRM is a broad concept while personnel management is a part of it. HRM views human resource as important assets for the development of organisation. While personnel management has limited scope and views human resource as a labour and utilising them for the advantage of the organisation.
Difference # Personnel Management:
1. Employment Contract – Careful delineation of written contracts
2. Rules – Importance of devising clear rules
3. Guide to Management Action – Procedures
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4. Behaviour Referent – Norms/customs and practices
5. Managerial Task vis a vis Labour – Monitoring
6. Key Relations – Labour management
7. Initiatives – Piecemeal
8. Speed of Decision – Slow
9. Management Role – Transactional
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10. Communication – Indirect
11. Focus of Attention for Interventions – Personnel procedures
12. Respect for Employees – Labour is treated as a tool which is expendable and replaceable
13. Shared Interests – Interests of the organisation are upper most
14. Evolution – Precedes HRM
15. Prized Management Skills – Negotiation
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16. Selection – Separate, marginal task
17. Pay – Job evaluation (fixed grades)
18. Conditions – Separate negotiation
19. Labour Management – Collective-bargaining contracts
20. Job Categories and Grades – Many
21. Job Design – Division of labour
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22. Handling of Conflict – Reach temporary truce
23. Training and Development – Controlled access to courses
Difference # Human Resource Management:
1. Employment Contract – Aiming at going beyond contract
2. Rules – Can do, outlook, impatience with rules
3. Guide to Management Action – Business requirement
4. Behaviour Referent – Values/mission
5. Managerial Task vis a vis Labour – Nurturing
6. Key Relations – Customer
7. Initiatives – Integrated
8. Speed of Decision – Fast
9. Management Role – Transformational leadership
10. Communication – Direct
11. Focus of Attention for Interventions – Wide ranging cultural, structural and personnel strategies
12. Respect for Employees – People are treated as assets to be used for the benefit of an organisation, its employees and the society as a whole
13. Shared Interests – Mutuality of interests
14. Evolution – Latest in the evolution of the subject
15. Prized Management Skills – Facilitation
16. Selection – Integrated, key task
17. Pay – Performance related
18. Conditions – Harmonisation
19. Labour Management – Individual contracts
20. Job Categories and Grades – Few
21. Job Design – Team work
22. Handling of Conflict – Manage climate and culture
23. Training and Development – Learning companies
Difference between Personnel Management and Human Resource Management
Difference # Personnel Management:
i. Meaning- Managing people at workplace and personnel management is the part of HRM.
ii. Nature- Totally in compliance with administration.
iii. Approach- Traditional.
iv. Decision-making- No employee’s participation, the top level management only takes the decision.
v. Type of function- Routine function.
vi. Initiatives- Piecemeal.
vii. Focus- Enhancing manpower to be valued, used and preserved.
viii. Communication- Indirect.
ix. Treatment of manpower- As machinery.
x. Management role- Transactional.
xi. Job design- Division of labour.
Difference # Human Resource Management:
i. Meaning- Managing people at workplace and is concern of personnel department.
ii. Nature- Goes beyond administrative rules and regulations.
iii. Approach- Modern.
iv. Decision-making- Has employee’s participation.
v. Type of function- Strategic function.
vi. Initiatives- Integrated.
vii. Focus- On activities like hiring, remunerating, training, and harmony.
viii. Communication- Direct.
ix. Treatment of manpower- As assets.
x. Management role- Transformational.
xi. Job design – As groups/teams.
Difference between Personnel Management and Human Resource Management
Some managers think that HRM is a dignified term for personnel management while some others think that both the terms are interchangeable as they involve identical functions. But it should be remembered that HRM is not personnel management though the latter is included in the former.
“Personnel Management”, according to Edwin B. Flippo, “is the planning, organising, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organisational, individual and social goals.”
This definition points out that personnel management is concerned with the planning, organising, directing and controlling the personnel functions of the organisation.
In the words of French, “Personnel management is the recruitment, selection, development, utilisation of and accommodation to human resources by organisations.” French considers personnel management as concerned with the proper utilisation of human resources in the organisation.
C. H. Northcoat defines thus; “Personnel management is an extension of general management, that of promoting and stimulating every employee to make his fullest contribution to the purposes of the organisation.” Here, Northcoat considers personnel management as a part of the general management and assigns it the work of promoting employees to contribute their maximum for achieving enterprise objectives.
Thus, personnel management is a pervasive function of management. It is performed by the managers at different levels in the organisation. It involves careful handling of the relationships among individuals at work in the undertaking.
It consists in maintaining these relations on a basis which enables all those engaged in the undertaking to make their best personal contribution to the effective working of the undertaking. It attempts to ensure mental and material welfare of the employees so that they work efficiently and satisfactorily.
Human resource management, on the other hand, is viewed entirely in a different perspective. HRM may be defined as a set of policies, practices and programmes designed to maximise both personal and organisational goals. It is the process of binding people and organisation together so that the objectives of each are achieved.
The primary aim of HRM is to develop individuals in accordance with the individual needs and aspirations so that the individuals would be motivated to make their best contribution towards the accomplishment of the common goals of the enterprise. While personnel management (PM) function is designed to respond to the organisational goals like profit-maximisation, HRM is designed to visualise the human elements of the enterprises as important resources.
Again personnel management function was considered as an independent function of the personnel manager who was responsible for personnel record-keeping and rule-enforcing, and to advise the top management about the personnel function. But HRM is a part and parcel of every line function and hence every operating manager is required to manage human resources in the organisation so as to fulfill the needs of all the human beings working in the organisation and also the needs of the organisation itself.
Actually speaking, the primary job of every manager is to actuate or motivate the people at work in the organisation, and human resource management cannot be isolated from actuating. Thus, the essentials of personnel function are essentially incorporated in both actuating function and HRM function in its refined form.
Therefore, one should not conclude that the traditional personnel management function is replaced by HRM. Rather, HRM has absorbed the personnel management function in its refined form.
Thus, in the HRM approach, personnel function is not merely a record-keeping and rule-enforcing function. Rather, it is a constant endeavour to motivate the people at work to foster oneness with the organisation and its goals. The feeling of oneness is achieved neither through pressure tactics nor through frictions, conflicts and struggles but through constant cooperation, team-work and mutual understanding.
This is what the HRM does in its functions. Therefore it should be noted that HRM is not confined to mere personnel management but it is an integrated systems approach to actuating. It is a set of policies, practices and programmes designed to maximise both personnel and organisational goals. It is the process of binding people and organisation together so as to achieve the objectives of the people as well as the organisation.
Thus it is clear from the above explanation that the scope of HRM is sufficiently wider than that of the personnel management. In fact, the human resource management has absorbed the functions of the personnel management.
The main points of differences between the HRM and PM may be stated briefly as follows:
Points of Differences between HRM and PM:
1. HRM is primarily a philosophy, an attitude, an approach, a policy and a practice whereas PM is a functional area and a function.
2. HRM is concerned with the humanization of management but PM is concerned with managing man-power.
3. HRM is the concern of the various managers at different levels of the management i.e. from top to bottom in an organization but PM is the main concern of the personnel manager.
4. HRM always remains at the center of the management itself whereas PM is one of the functional areas in HRM.
5. HRM concentrates more on morale-boosting, job-satisfaction and motivation whereas PM is mainly concerned with selection, recruitment, training and administration of man-power.
6. Human resource management is largely interested in working with people, team-building and team-work whereas personnel management is interested in the orderly way of administration.
7. Human resource management makes efforts for satisfying the human needs of the people at work by motivating them to put in best of their efforts for the achievement of the organizational goals and objectives, but personnel management makes every effort to maintain rules, principles and legal provisions in the management of the people.
8. HRM is an integrated approach which aims at accommodating all the aspects of developing, managing, satisfying and motivating people but personnel management is mainly concerned with administration and management of the people in the organization.
9. HRM is concerned with the determination of the needs and aspirations of the people in the organization and formulating of a policy to fulfill their needs and aspirations while trying to match the individual needs with the organizational objectives. But personnel management is concerned with procuring and managing people according to the organizational needs.
10. HRM philosophy must be fundamentally fostered by the top management and it must remain as the guiding principle at all the levels of the management. On the other hand, the personnel management is the exclusive job of a personnel manager.
11. HRM regards human beings as resources but personnel management regards them as workers or employees to be managed and administered by it.
12. HRM considers training and development of human beings as its integral part but personnel management considers man-power development as pre-requisite of organizational development.
13. HRM gives priority to human values and individual needs whereas personnel management gives emphasis on efficient administration.
14. HRM requires all its managers to be trained to adopt a human resource philosophy and implement it but personnel management requires its managers to perform its personnel function.
15. In HRM, a significant part of the every manager’s time is set aside for those who directly report to him but in personnel management, all the people of the personnel department have to report to the personnel manager in the organization.
16. All the managers of the HRM act as catalysts, change agents, counselors, leaders and the spirits behind every activity but the personnel manager is concerned with the administration of the personnel matters only.
17. The managers of the HRM are to serve as line executives who are involved in the policy and strategy formulation of the general management and also in the functional areas, particularly the operational management whereas personnel managers are considered as staff executives.
18. Communication system comprising all kinds of communication is the most important task of the HRM whereas preservation of information and maintenance of secrecy is the primary task of the personnel management.
19. The main aspects of HRM are such as counseling, career planning, developing, correcting and redeeming whereas the main aspects of personnel management are such as maintaining records, enforcing rules, punishing the guilty and keeping administration intact.
20. HRM is not personnel management, but personnel management is a part and parcel of HRM. But even them, personnel management is exclusive in itself.
Difference between Personnel Management and Human Resource Management
The traditional term ‘Personnel Management’ (PM) is being fastly replaced by the new term ‘Human Resource Management (HRM) because of the failure of the former to meet the new challenges of the 20th century. Though some organisations have already redesignated their personnel department as HRM department, there are some fundamental difference between personnel management and Human Resource Management.
These differences are explained below:
1. The scope of personnel management function is very narrow as it aims at developing and administering only people. But the scope of human resource management is much wider as it aims at developing the total organisation and its culture. The stress of personnel management function is on increasing the efficiency of the people, but the stress of human resource management is on building the right type of organisational culture that can continuously identify, nurture and use the capabilities of the people.
2. Personnel management function is viewed as an independent function consisting of independent sub-functions, whereas HRM is viewed as a sub-system of a larger system i.e. the organisation itself. It is supposed to be made up of mutually dependent parts. This means that the design of HRM cannot be considered in isolation. It must take into account its linkages and interfaces with all other parts of the organisation.
3. Personnel management function is mainly regarded as a reactive function responding to the demands of the organisation as and when they arise. But HRM is considered as a pro-active function which does not merely cope with the organisational needs but anticipates them and acts on them in advance in a continuous and planned way.
4. Personnel management function is supposed to be the exclusive responsibility of the manager of the personnel department, whereas human resource management is regarded as the responsibility of all the departmental managers in the organisation. In fact, HRM aims at developing the capabilities of all managers to enable them to carry out various personnel functions themselves.
5. The personnel management function considers salary, wage incentives, job simplification and job specialisation as important motivators, whereas HRM considers informal organisation, autonomous work groups, job enrichment, job challenges and creativity as the main motivators.
6. While the personnel management function is a routine, maintenance-oriented and administrative function, HRM is a continuous, always going on and development function. It strongly believes that the management is always interested in the development of its human resources. Its major attention is on improving the human resources.
7. The personnel function considers higher morale and improved satisfaction as the cause of improved performance but the HRM considers improved performance as the cause of improved satisfaction and high morale.
Difference between Personnel Management and Human Resource Management
Some people use the term personnel management and human resource management (HRM) interchangeably. They feel that HRM is an old wine in a new bottle. But this is not true because HRM is based on ‘human resource orientation’ which was missing in personnel management.
Whereas personnel management is a routine administrative activity, HRM is integrated into the overall strategic management of the enterprise. For personnel management, the interest of the organisation is prima facie while for HRM the interests of both the organisation as well as the employees matters.
The major points of distinction between the two are discussed below:
Difference # Personnel Management:
1. Scope – Its scope is narrow.
2. Orientation – It is a service and reactive function.
3. Incentives – It focuses on salary, economic rewards, job simplification and job specialisation for motivating the people.
4. Morale & Productivity – It considers improved satisfaction and morale as the cause of improved performance.
5. Stress – Its stress is on increasing the efficiency of the people in administration
6. Philosophy – Treats people as tools to be replaced when worn out.
7. Nature of activity – Routine activity to hire and train employees and maintain personnel records.
8. Managerial outlook – Concentrates on monitoring people and work in terms of measurable output.
9. Shared interests – Interests of the organisation are most important.
10. Job emphasis – Division of labour.
11. Responsibility – Responsibility rests with all managers- top, middle and lower managers.
Difference # Human Resource Management:
1. Scope – Its scope is wider.
2. Orientation – It is a proactive function.
3. Incentives – It focuses on autonomous work groups, job challenges, informal organisation, job enrichment and creativity for motivating the people.
4. Morale & Productivity – It considers improved performance as the cause of improved satisfaction and morale.
5. Stress – Its stress is on building the right type of organisational culture that can identify, nurture and use capabilities of the people.
6. Philosophy – Treats people as valuable assets or resources.
7. Nature of activity – Strategic activity integrated into the overall strategic management of business.
8. Managerial outlook – Focuses on nurturing human talent.
9. Shared interests – Interests of both the organisation and the employees are equally important.
10. Job emphasis – Teamwork.
11. Responsibility – Major responsibility rests with HR manager.
Difference between Personnel Management and Human Resource Management
Before the emergence of human resource management as a field of study concerned with managing human resources effectively, the term personnel management was in use.
Personnel management has been defined as follows:
“Personnel administration (management) is the field of management which has to do with planning, organizing, directing, and controlling various operative functions of procuring, developing, maintaining, and utilizing a labour force such that the- (a) objectives for which the company is established are attained economically and effectively; (b) objectives of all levels of personnel are served to the highest possible degree; and (c) objectives of the community are duly considered and served.”
Though both human resource management and personnel management are concerned with managing human resource, their contents and emphasis are quite different.
We can differentiate personnel management and human resource management as follows:
1. Personnel management is a routine, maintenance-oriented administrative function; human resource management places emphasis on a continuous development of people at work. It is the expression of the unshakeable belief of the management of an organization in improving the human processes on continuous basis.
2. Personnel management function is mainly reactive and responds to the demands of an organization whenever they arise. Human resource management is proactive function. It is not only concerned with the present organizational needs but anticipates future needs and acts accordingly.
3. Personnel management is seen as an independent function and sub-functions without giving due regard to organizational strategies and processes. Human resource management is viewed as a subsystem of the organization. Therefore, it takes into account its linkages and interfaces with all other parts of the organization.
4. Personnel management takes a narrow view of its scope and objectives. It concentrates mainly on improving the efficiency of personnel in isolation without emphasizing the relevance of efficiency in the organizational context. Human resource management takes a systems view in which attempt is made not only to make people efficient but to create proper organizational climate to utilize the efficiency.
5. Personnel management emphasizes economic rewards and traditional job design-like job simplification for motivating people for better performance. Human resource management emphasizes the satisfaction of higher needs for motivating people such as autonomous work groups, challenging jobs, creativity, etc.
6. Personnel management considers job satisfaction and morale as cause of improved performance. It works on the basis that a happy worker is a productive worker. The emphasis of human resource management is other way round. It is based on the premise that better performance itself is a source of satisfaction and high morale.
Difference between Personnel Management and Human Resource Management according to HR Managers
There are researchers who see no difference between HRM and Personnel Management as there appears to be no difference between “human” and “personnel”. Nevertheless, there are hardcore HR managers who feel that HRM is different from Personnel Management in many ways.
Difference # Personnel Management:
1. Traditional term.
2. Activities to manage the workforce.
3. Narrow scope.
4. Men are treated as an expense and factor of production.
5. More administrative focus.
6. Less in tune to the objectives of top management.
7. Strong functional focus.
8. Reactive in nature.
9. Full time work.
10. Taken care by administrative manager or personnel manager in many organizations.
11. Organizational goals are given more importance.
12. Mechanistic orientation.
13. Compartmentalized approach.
14. Functions are dealt separately.
Difference # Human Resource Management:
1. Modern term.
2. Activities to manage human as resource.
3. Broader scope.
4. Men are treated as an investment and a resource.
5. Less administrative focus.
6. In tune with the objectives of top management.
7. Overall management and development focus.
8. Proactive in nature.
9. Full time, part time or flexi time work.
10. Taken care by separate HR department.
11. Both organizational and individual goals are given importance.
12. Organic orientation.
13. Total systems approach.
14. Functions are viewed as interrelated.
Difference between Personnel Management and Human Resource Management
The Philosophy of HRM is different from that of personnel management as discussed below:
Difference # Personnel Management:
1. Philosophy – Personal management is a functional area of Management.
2. Nature – Personnel mean employed persons of an organization. Management of these people is personnel management.
3. Functions – PM is traditional routine, maintenance oriented, and administrative functions.
4. Scope – The Scope of PM is relatively narrow with a focus on administering people.
5. Motivation Factor – Important motivators in PM are compensation, rewards etc., only.
6. Objectives – PM’s objective is that employees should be used mostly for organisational benefits.
7. Techniques – Personnel managers operated through pressure tactics, threats of punishments.
Difference # Human Resource Management:
1. Philosophy – HRM is a philosophy, an attitude, approach, and a policy to a practice.
2. Nature – HRM is the managements of employees’ knowledge aptitudes, abilities, talents, creative abilities and skills/competencies.
3. Functions – HRM is continuous, ongoing development function aimed at improving human processes.
4. Scope – The scope of HRM views the organisation as a whole and says emphasis on building a dynamic culture.
5. Motivation Factor – HRM considers work groups, challenges & creativity on the job as motivators.
6. Objectives – HRM emphasises on mutual benefits both employees & the organisation.
7. Techniques – HRM’s techniques aim to workers’ cooperation through team building, mutual understanding and motivation.
Difference between Personnel Management and Human Resource Management
i. Personnel management is more bureaucratic and it is administered by managers rather than developed by management and workers or co- contributors in joint organisational endeavour. It may be a set of rules and procedures for managing their subordinates. On the other hand, HRM not only pays attention to employee development, but also focuses on the dynamism of the entire management function.
ii. Both personnel management and human resource management highlight the role of line management, but both focuses in each case in different angles. In human resource management, HR function is vested in the line management and business managers are considered responsible for coordinating and directing all resources towards achievement of organisational objectives.
iii. Objectives are specified more precisely and co-relation drawn more clearly and objectively, between results and strategy for pro-active use of human resources for their furtherance and achievement. Personnel policies are not passively integrated with business strategy, but perceived as integral to and active components thereof in the pursuit of the desired value or end.
iv. The human resource management models emphasise on organisational culture, which is an important variable. Although organisation development model are not fully integrated with normative personnel management models. Organisational development was always seen as a distinct and separate activity standing apart from main stream personnel management.
Differences between PM and HRM:
Difference # Personnel Management:
1. Employment contract – Careful delineation of written contracts
2. Rules – Importance of devising clear Rules
3. Guide to management action – Procedures
4. Behaviour referent – Norms/customs and practices
5. Managerial task vis-a-vis labour – Monitoring
6. Key relations – Labour Management
7. Initiatives – Piecemeal
8. Speed of decision – Slow
9. Management role – Transactional
10. Communication – Indirect
11. Prized management skills – Negotiation
12. Selection – Separate, marginal task
13. Pay – Job evaluation (fixed grades)
14. Conditions – Separately negotiated
15. Labour Management – Collective-bargaining contracts
16. Job categories and grades – Many
17. Job design – Division of labour
18. Conflict handling – Reach temporary truce
19. Training and development – Controlled access to courses
20. Focus of attention for Interventions – Personnel procedures
21. Respect for employees – Labour is treated as a tool which is expendable and replaceable
22. Shared interests – Interests of the organisation are Uppermost
23. Evolution – Precedes HRM
Difference # Human Resource Management:
1. Employment contract – Aim to go beyond contract
2. Rules – Can do outlook, impatience with rule
3. Guide to management action – Business need
4. Behaviour referent – Values/mission
5. Managerial task vis-a-vis labour – Nurturing
6. Key relations – Customer
7. Initiatives – Integrated
8. Speed of decision – Fast
9. Management role – Transformational
10. Communication – Direct
11. Prized management skills – Facilitation
12. Selection – Integrated, key task
13. Pay – Performance related
14. Conditions – Harmonization
15. Labour Management – Individual contracts
16. Job categories and grades – Few
17. Job design – Team work
18. Conflict handling – Manage climate and culture
19. Training and development – Learning companies
20. Focus of attention for Interventions – Wide-ranging cultural, structural and Personnel strategies
21. Respect for employees – People are treated as assets to be used for the benefit of an organisation, its employees and the society as a whole
22. Shared interests – Mutuality of interests
23. Evolution – Latest in the evolution of the subject