The Difference Between Personnel Management And Human Resource Management

What is Personal Management?

The definition of terms such as ‘Personnel Management’ and ‘Human Resource Management’ is one area of particular confusion and irritation to general managers, and we will discuss later the differences between what typically is meant by these terms. We will use the phrase ‘people management’ as a generic term to cover both ‘Personnel Management’ (PM) and ‘Human Resource Management’ (HRM) in the absence of a specific definition of either.  But broadly, we can say that the ‘people management’ functions whether they wish to define it as ‘personnel management’ or as ‘human resource management’ may be described as all the management decisions and actions that directly affect or influence people as members of the organization rather than as job-holders.

In other words, people management is not executive management of individuals and their jobs. Management of specific tasks and responsibilities is the concern of the employee’s immediate supervisor or manager – that is, the person to whom his or her performance is accountable (sometimes this might be the person’s team). So, people managers –whether ‘personnel managers’ or ‘human resource managers’ do not have line authority over employees.

Difference between personnel management and human resource management:

 

 

Roll of Human Resource Management Function

One of the major topics of discussion, and of concern for the developing countries, is the role that the human resources management function must play in telecommunication entities to assist the latter in meeting the challenge of the new millennium.

The aim of this report is to comment on the various ideas expressed so as to provide information to motivate not only the human resources managers within entities but also the entire organization.

In staffing, the importance of aligning individuals to the values of the company is highlighted by the practice of values-based interviewing – where specific attention is paid to identifying whether the individual’s attitudes will match the values of the organization. In UK Crispy Cookies Company Ltd, have to scan for talent occurs even in the absence of a specific vacancy.

Talent inventories are used for both selection and succession purposes, and the continuous process of developing a ‘talent pool’ - recruiting the best people and assigning them roles rather than hiring specific individuals for specific positions - are best practice.

Sophisticated employee on-boarding practices with online provision and buddy systems in place to welcome and induct new members and active feedback sessions are provided to understand where the new employee is in terms of their familiarity and development within the organization.

Employee referrals (the practice of existing staff recommending individuals to the organization) have become a common approach, reducing cost of recruitment and also helping to ensure cultural fit.

In performance management, participative goal setting, with both work and development goals, based generally around balanced scorecard initiatives.

Rewards in nearly all cases were managed with both group and individual elements in pay determination.

In development, the prevalence of coaching initiatives is evident, aligned typically to transformational leadership initiatives aimed at instilling leadership qualities throughout the company.

Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers

Usually the recruitment process starts when a manager initiates an employee requisition for a specific vacancy or an anticipated vacancy. However, recruitment is a continuous process when firm attempts to develop a pool of qualified candidate for the future human resources needs even through specific vacancies do not exist.

According to the company’s recruitment policy on above vacancies they have selected external recruitment policy there for the have selected several external methods such as press advertisement, Job portals and outsourcing institutes.

 

 

References

 

• Armstrong, M. (2009). Armstrong’s Handbook of Human Resources Management. 11th ed. United Kingdom: London and Phidelphia. pp.1-10.
• Bramley, P. (1999), ‘‘Evaluating effective management learning’’, Journal of European Industrial Training, Vol. 23 No. 3, pp.145-154.
• Hunt J., Sekaran U. (1982): Leadership beyond establishment Views, Sothern Illion University Press, USA