WH College –MBA

HRM

Development of Human Resource

Management
• Human Resource Management has
come up as an extension over
Personnel Management, which
eradicated the shortcomings of the
Personnel Management. It is quite
essential in this era of intense
competition where every
organization have to put their
manpower and their needs first.
• The part of management that deals
with the work force within the
enterprise is known as Personnel
Management. The branch of
management, which focuses on the
best possible use of the enterprise’s
man power is known as Human
Resource Management.
• Personnel Management treats
workers as tools or machines
whereas Human Resource
Management treats it as an
important asset of the organization.
 Difference Between HRM and PM - 1
S.No Dimension PM HRM
1 Employment Careful dimension Aim to go
contract of written contract beyond contract
2 Rules Importance of Impatience with
devising clear rules rules
3 Guide to Procedures Business need
management
action
4 Behaviour referent Norms/ customs & Values/mission
practices
5 Managerial task Monitoring Nurturing
vis-à-vis labour
6 Key relations Labour Customer
7 Initiatives Piecemeal Integrated
8 Speed of decision Slow Fast
 Difference Between HRM and PM - 2

S.No Dimension PM HRM

9 Management role Transactional Transformational
10 Communication Indirect Direct
11 Management skill Negotiation Facilitation
12 Selection Separate Integrated
13 Pay Job evaluation Performance
related
14 Conditions Separately Harmonisation
negotiated
15 Labour Collective Individual
management bargaining contracts
contracts
16 Job categories and Many Few
grades
17 Job design Division of Team work
labour
 Difference Between HRM and PM - 3

S.No Dimension PM HRM

18 Conflict handling Temporary Climate & culture
19 Training & Controlled Learning
Development courses Organization
20 Focus for attention Personnel Cultural &
for interventions procedures structural
strategies
21 Respect for Labour – a tool People are assets
employees – expendable & & to be used for
replaceable benefit of
organization
22 Shared interests Organization Mutuality of
interest is interests
uppermost
23 Evolution Precedes HRM Latest
 SCOPE: PEOPLE INVOLVED
Personnel Management Human Resource Management
• Mostly rank and file • All people working for and
with the organization
including the Board, top
management, consultants
or resource persons, middle
management, rank and file
 HOURS OF WORK
Personnel Management Human Resource Management

• Full-time Work • Full-time, part-time, flex-

time
 PLACE OF WORK
Personnel Management Human Resource Management
• Formal Setting: office, • Formal and Informal
factory/plant Settings
 Type of Service/Function
Personnel Management Human Resource Management
• Few and Simple: personnel • Varied and Complex: Job
information, recruitment, Organization and
ad screening social Information, Acquisition of
activities, management- Human Resources,
labor relationships Maintenance, development,
 Department Head
or Officer-in-Charge
Personnel Management Human Resource Management
• Administrative Officer • Separate Human Resource
Department manned by
human resource specialist
 Department Staff:
Qualifications
Personnel Management Human Resource Management
• Lawyer • Behavioral Scientist
• Records Clerk • Social Science Researcher
 Level of Reporting
Personnel Management Human Resource Management
• Lower level to Line • Higher Level to General
Managers Manager or Chief Executive
Officer
 Goals
Personnel Management Human Resource Management
• Accomplishments of • Accomplishment of
organization goals being organization and individual
emphasized goals
 Technology
Personnel Management Human Resource Management
• Mechanistic: reactive, • Developmental: proactive,
structural, inflexible, socio-technical orientation,
technical, control-oriented flexible, participatory,
and organization-oriented creative and innovative
 Strategies
Personnel Management Human Resource Management
• Personally subjective based • Objective and scientific
on management’s needs based on individual and
and values organization culture total
compartmentalized systems approach
approach
 Philosophy
Personnel Management
• Traditional work orientation
with priorities on
organization and
management welfare
mainly for profit
• People: an expense and
factor of production
Human Resource Management
• Humane with emphasis on
respect for individual and
society’s well-being
• People: an investment and
resource