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PM Vs HRD

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Soni Yaduvanshi
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23 views2 pages

PM Vs HRD

Uploaded by

Soni Yaduvanshi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Difference between HUMAN RESOURCE DEVELOPMENT

&
Traditional PERSONNEL MANAGEMENT
Definition

Personnel Management - Personnel Management is thus basically an administrative


record-keeping function, at the operational level. Personnel Management attempts to maintain
fair terms and conditions of employment, while at the same time, efficiently managing
personnel activities for individual departments etc. It is assumed that the outcomes from
providing justice and achieving efficiency in the management of personnel activities will result
ultimately in achieving organizational success.
Human Resource Development - Human resource management is concerned with the
development and implementation of people strategies, which are integrated with corporate
strategies, and ensures that the culture, values and structure of the organization, and the
quality, motivation and commitment of its members contribute fully to the achievement of its
goals.
HRM is concerned with carrying out the SAME functional activities traditionally
performed by the personnel function, such as HR planning, job analysis, recruitment and
selection, employee relations, performance management, employee appraisals,
compensation management, training and development etc. But, the HRM approach
performs these functions in a qualitatively DISTICNT way, when compared with
Personnel Management.

Main Differences between Personnel Management and HRM

• Personnel management is workforce centered, directed mainly at the organization’s


employees; such as finding and training them, arranging for them to be paid,
explaining management’s expectations, justifying management’s actions etc. While
on the other hand, HRM is resource –centered, directed mainly at management, in
terms of devolving the responsibility of HRM to line management, management
development etc.

• Although indisputably a management function, personnel management has never


totally identified with management interests, as it becomes ineffective when not able
to understand and articulate the aspirations and views of the workforce, just as sales
representatives have to understand and articulate the aspirations of the customers.

• Personnel Management is basically an operational function, concerned primarily with


carrying out the day-to day people management activities. While on the other hand,
HRM is strategic in nature, that is, being concerned with directly assisting an
organization to gain sustained competitive advantage.

HRM is more proactive than Personnel Management. Whereas personnel management is


about the maintenance of personnel and administrative systems, HRM is about the
forecasting of organizational needs, the continual monitoring and adjustment of
personnel systems to meet current and future requirements, and the management of
change.

1
27 Points of Difference between Personnel Management & HRD

Personnel Human Resource


S. No. Dimension Management Development
Beliefs & Assumptions
1. Contract Careful delineation of Aim to go ‘beyond
written contracts contracts’
2. Rules Importance of devising ‘Can-do’ outlook;
clear rules/mutuality impatience with ‘rule’
3. Guide to management Procedures ‘Business – need’
Action
4. Behaviour Referent Norms/custom & Values/Mission
practice
5. Managerial Task vis-à-vis Monitoring Nurturing
Labour
6. Nature of Relations Pluralist Unitarist
7. Conflict Institutionalized De-emphasized

STRATEGIC ASPECTS
8. Key Relations Labour Management Customer
9. Initiatives Piecemeal Integrated
10. Corporate Plan Marginal to Central to
11. Speed of Decision Slow Fast

LINE MANAGEMENT
12. Management Role Transactional Transformational leadership
13. Key Managers Personnel/IR General/business/line
Specialists managers
14. Communication Indirect Direct
15. Standardisation High (e.g. ‘parity’ an Low (e.g. ‘parity’ not seen
issue) as relevant)
16. Prized management skills Negotiation Facilitation

KEY LEVERS
17. Selection Separate, marginal task Integrated, key task
18. Pay Job Evaluation (fixed Performance – related
grades)
19. Conditions Separately negotiated Harmonization
20. Labour Management Collective bargaining Towards individual
contracts contracts
21. Thrust of relations Regularized through Marginalized (with
facilities & training exception of some
bargaining for change
models)
22. Job categories & grades Many Few
23. Communication Restricted flow Increased flow
24. Job Design Division of Labour Teamwork
25. Conflict Handling Reach temporary truces Manage climate & culture
26. Training & Development Controlled access to Learning companies
courses
27. Foci of attention of Personnel procedures Wide ranging cultural,
interventions structural & personnel
strategies

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