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Definitions
This arises because of the debate centred over whether HRM is any
different from, or an advance upon, the more traditional term of
Personnel Management.
Personnel Management
'Personnel Management' has been defined as a:
responsibility for all those who manage people as
well as being a description of those who are
employed as specialists; that is, It is that part of
management which is concerned with people at
work and with their relationship within an
enterprise.
- Institute of Personnel and Development
Personnel Management
Nowadays, personnel managers occupy
posts at the most senior level and make an
essential contribution to policy formulation.
Their advice must, however, be based on
knowledge and experience and must be
seen as valuable, and preferably as
essential if it is to be listened to.
Personnel Managers
They are involved in three main areas of work:
1. Employee Resourcing
Recruitment
Selection
Remuneration
Job Evaluation
Human Resource (manpower) planning and forecasting terms and conditions of work
Record-keeping
Welfare
Personnel Managers
Industrial Relations
Collective Bargaining
Negotiation
Consultation
Information
Communication
Participation
Redundancy
Dismissal
Grievance Handling
Equal Opportunities
Personnel Managers
3. Employee Development
- Induction
Direct Training
Evaluation of training
Education-Business links
Management development
THIS IS BY NO MEANS AN EXHAUSTIVE LIST, BUT IT CERTAINLY COMPRISES A VERY WIDE RANGE OF
ACTIVITIES WHICH ARE WITHIN THE PURVIEW OF MANY PERSONNEL DEPARTMENTS.
Year
Event
1913
1917
1919
1919
1924
1931
1934
1946
Welfare Period
Scientific Management
Industrial Relations
Manpower Planning
Briefly, the origins of personnel management lie in the 19th century social
reform movement for the improvement of working and living conditions,
and the religious movements concerned with the welfare of industrial
workers
The availability of computers to assist planning, and the concern for core groups in the
workforce, pushed personnel in the direction of systematic and strategic management
of the human resource -Human Resource Management.
The concern of personnel specialists to establish their own power base within
organisations - Role Ambiguity; Low Status and Lack of Power and Authority,
etc.
There has been an increasing emphasis on planning, monitoring, and control rather
than fire-fighting and problem solving
Several observers claim that there is ample evidence that different business
environments and functions need different organisational structures and cultures
(Fowler,Personnel Management, January 1987)
People management has always been a responsibility of line managers and not the
exclusive preserve of the personnel profession.
HRM refers to the activities which an organisation must utilise to manage its human
resource effectively.
The figure 'A model of IHRM' presents three key IHRM dimensions:
HR Activities include:
Staffing
Recruitment
Selection
Placement
Industrial relations
Is risk exposure.