Differences between Human Resource Management and Personnel Management Essay

Differences amongst Human option Management and Personnel Management - Essay ExampleOver the years, there has been unending debates and continuous conversations between human resource authors on whether there are actual difference between HRM and personnel perplexity. A host of these authors have argued that the most obvious change has been the re-labeling process (Koster, 2007.p.4). Koster argues that the relabeling would not have necessarily equal any change but was important in that it helped rid personnel management from its unlikeable eudaemonia image. The overall effect was that it helped safeguard personnel management from marginalization. All the very(prenominal), this study surmises that the development of HRM was not only a re-labeling campaign but there must have been a change of concept or approach (Koster, 2007.p.6). It is this change that defines the difference between personnel management and HRM. In this study, we trace these differences in baseless of various models as well as examine their application using two usageal areas, enlisting and selection and training and development. Personnel Management and HRM Over the past 50 years, the term personnel management has been employed to refer to the function of management that deals with the recruitment, job, training, redeployment, safety and departure of employees (Cole, 2004.p.4). Simply, personnel management was a function at bottom the organization concerned with managing people, the main goal being achieving efficiency and justice for all those within an enterprise. Key in this definition were the reference to justice and efficiency, this represented a cordial approach to employee personal business within an organization. Up to the 1990s, personnel management was holistically involved in handling collective relationships with employees and their representatives and mediating individual employment relationships (Cole, 2004.p.5). In regard to stakeholder roles and relationships, the p ersonnel manager was largely under pressure from the managing director, trade articulation representatives, and enclosure management colleagues. Around the personnel managers there would be the board of directors at the top whereas at the same level or just below them there would be the senior line managers, junior colleagues, union representatives, statutory bodies and individuals employees. The board, and especially the managing director, would be dependent on the personnel manager to guarantee that workers relationships were both relieve and predictable (Storey, 1999.p.26). Senior line managers were keen to guarantee that there would be no interruptions to their production programs. The conditions thence in which personnel management was conducted at the time could conveniently be explained as highly synchronized, unresolved to considerations of relative power among the board and workers representatives, and rigid in regard to labor mobility (Cole, 2004.p.6). In this context , personnel managers were treated like the highly-respected company advocates charged with advising the senior management on how best to avoid, or curtail conflict. It is because of this In the contemporary situation, the prime role of personnel/HR practitioners is that of developing the organizations staff resources so as to enable people to make a flexible, multi-skilled input to the general