Managing Human Resource

In: Business and Management

Submitted By 5178jamie
Words 271
Pages 2
Different between personnel management and human resource management

Human resource management is the new version of personnel management. There is no any watertight difference between human resource management and personnel management.

Personnel management is regarded to be more administrative in nature. Personnel management basically deals with the employees, their payroll and employment laws. On the other hand , human resource management deals with the management of the work force and contributes to an organization’s success.

First, personnel management is a traditional approach of managing people in the organization. Human resource management is a modern approach of managing people and their strengths in the organization.

Second, personal management focuses on personnel administration, employee welfare and labor relation. Human resource management focuses on acquisition, development, motivation and maintenance of human resources in the organization.

Third, under personnel management, personnel function is undertaken for employee’s satisfaction and than under human resource management, administrative function is undertaken for goal achievement.

Fourth, personnel management focuses on increased production and satisfied employees and human resource management focuses on effectiveness, culture, productivity and employee’s participation.

After that, personnel management can be consider as reactive , in the sense that it provides concerns and demands as they are presented. On the contrary, human resources management can be stated to be proactive, as it pertains to the continuous development of policies and functions for improving a company’s workforce.

Finally, one can also come across different in motivational aspects. While personnel management tends to motivate the employees with compensations, rewards…...

Similar Documents

Managing Human Resources

...Managing Human Resources Introduction In the essay, I will firstly discuss the relationships between perception, motivation and behaviour in relation to the work of the human resource manager in an organisation. In order to do this I will briefly introduce each subject, comment on the linkages that exist between each of them and comment on the critical aspects of each that HRMs need to understand in order to be effective. I will then discuss the management of perception. Human resources management is one of the most dynamic and challenging area of management (Bratton & Gold, 1999). Each individual has its own set of standard which clearly defines his or her personality .This can be influenced by the origin of culture and tradition mind set. In an organization structure perception, motivation and behaviour are three fundamental elements that lead to strong implementation of organization structure. The human resource department must have the mechanism to manage the three fundamental elements. If they are not managed properly it can have an adverse impact on the organization strategy. According to Leopold & Harris (2009) the foundation of human resource management is based on the five areas: • Staffing - Recruiting the right person with the right qualification, skills and experience to key positions. • Development and training - Development and training programme to ensure that staff has the right knowledge and skills to keep up with new development taking place in the......

Words: 1985 - Pages: 8

Managing Human Resource

...| Managing Human Resource | [Type the document subtitle] | | Author: Zhang, Zidong | ID: 20493959 | E-mail: | | 10/3/2012 | Table of Contents 1.0 Introduction 2 2.0 Business Processes Automation 2 2.1 Establishing Positions 2 2.2 Position Transaction 2 2.3 Position Posting 2 2.4 Position Filling 3 2.5 Evaluating Employees’ Job Performance 3 2.6 Awarding and Recognition 4 2.7 Enrolling Employees in Benefits Plans 4 2.8 Managing Employee Records 4 3.0 Business Intelligence 4 4.0 Conclusion 6 Bibliography 7 1.0Introduction Every year, organizations spend much on attracting, training and retaining talents. According to research results, many new employees tend to leave their jobs in a few years and staff turnover costs the organization a big fortune. The Smart Business Consulting Inc. is now suffering a high turnover rate in management positions. In this report, I will use some information system to help the company better manage their human resource. Some automation business processes will also be demonstrated and explained. 2.0Business Processes Automation 2.1 Establishing Positions When establishing a job position, a position description is required to clarify the duties assigned to the position. The description should be clear enough for better determination of job classification, payment level, and hiring criteria. Based on the job duties, a proper classification of the position should be made...

Words: 1870 - Pages: 8

Managing Human Resources Notes

...Managing Human Resources Course Code: 4200 Chapter One: The World of Human Resource Management pages 1-28 Human resource management (HRM) The process of managing human talent to achieve an organization’s objectives Human capital: The knowledge, skills, and capabilities of individual that have economic value to an organization. Skills that people bring with them Six Sigma: A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time and striving for continuous improvement Reengineering: rethinking and radical redesign of business processes to achieve dramatic improvement in cost , quality, services and speed Outsourcing: contracting outside work that was formerly done by employees inside the company Change management: bring about and managing change at both the organizational and individual level Proactive Change: Change initiated to take advantage of targeted opportunities Globalization: Opening up foreign markets to international trade and investment Reactive Change: Change that occurs after external forces have already affected performance Corporate Social: The responsibility of the firm to act in the best interests of the people and communities affected by its activities Collaborative Software: Software that allows workers to interface and share information with one another electronically Human Resource Information......

Words: 3404 - Pages: 14

Managing Human Resources Globally

...1. Human Resource TOPIC THIS PAPER IS ABOUT: This research paper is talks about managing human resources globally and solving HR issues in a world of global competition. 2. HOW THE TEXTBOOK COVERS THIS TOPIC: In the past few decades, more and more companies are entering global markets by building facilities in various countries and exporting their goods. Since the companies set up their operations overseas, it would decrease their operating cost and attract more new customers. On the other hand, according to the textbook (p.458), the international business increase and change the demands on human resource management, and companies and employees have to understand the different cultures and laws in foreign countries. As the textbook (p.462) says, there are four factors affecting HRM in the global markets, and they are culture, education, economic systems and political-legal systems. Among these four factors, the culture would be the most significant consideration if the companies operating facilities overseas. According to the textbook (p.462), culture often determines the other three international influences and the effectiveness of various HRM practices. For example, people with different culture background would have different opinions about how decision should be handled and what motivates employees. Additionally, according to Geert Hofstede study of culture, there are five dimension of culture, and they are Individualism/collectivism, power distance concerns,......

Words: 2814 - Pages: 12

Managing Human Resource

...Number: Unit Title: Unit Code: Credit Value: QCF Level: BTEC Higher National Diploma (HND) in Business 22 Managing Human Resources F/601/1268 15 4 Writer of the brief: Internal Verifier name: Dr K Hoodless Dr M Rahman Learning outcomes and criteria covered by this assignment:    All pass criteria All merit descriptors All distinction descriptors Key dates: Assignment distribution date to learners: Assignment submission date for TASK 1 & 2: Assignment submission date for TASK 3 & 4: Assignment returns date to learners (if applicable): 14 May 2013 21 June 2013 02 August 2013 10 September 2013 Page 1 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 -BLANK PAGE- Page 2 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 Introduction The aims of this assignment are to measure the outcome of students’ learning in terms of knowledge acquired, understanding developed and skills or abilities gained in relation to achieve the learning outcomes. The aim of this unit is to develop an understanding of the theory and practice of human resource management focussing on current human resources practice and the impact of topical issues and legislation. Edexcel Grading Criteria The assignment/portfolio will be assessed according to the following grading criteria: PASS Criteria: LO 1 Understand the different perspectives of human resource management 1.1 Explain Guest’s model of HRM (P1) 1.2 Compare the differences between Storey’s......

Words: 2580 - Pages: 11

Managing Human Resource

...Difference between Human Resource Management and Personnel Management Human resource management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. In other words, Human resource management is concerned with ‘people centric issues’ in management. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. DIFFERENCES BETWEEN HRM AND PERSONNEL MANAGEMENT ALTHOUGH both human resource management (HRM) and personnel management focus on people management, if we examine critically, there are many differences between them. Some are listed......

Words: 2173 - Pages: 9

Managing Human Resource equality and to be independent especially in financial term. Women have to take more responsibilities when they need to take care of a child. It involved a lot of commitment either financially or time aspect. Therefore, women would not want more children. It influences the world age structure where the present labour force will become older and there is no sufficient youngster or adult to take over the job. Source: World Bank, 2011 The second reason for ageing population is longer life expectancy. According to the World Bank (2011), the life expectancy had been increased from year 1970 to 2010 as what demonstrated in figure 5. Due to improvement in medication and treatment, healthy lifestyle and opportunity to get full nutrition, human life expectancy had been prolonged. Attitude of Employees toward Ageing Workforce There are two dimensions of the impact of ageing workforce: the employee and the employer aspect. Aging workforce had brought up concern of employee in term of pension, health and work-life balance (Parry and Harris, 2011). According to Schramm (2005), the participation in employer-sponsored pension plans decrease and results in decrease in household saving. The responsibility to finance the employees’ retirement pension scheme had been shifted to employees. This results in panic of employees that they may not have sufficient pension until they die since the lifespan is increasing. The value for 1USD today is lower than 1USD in future 1 year due to......

Words: 2380 - Pages: 10

Managing the Human Resources

...The language of ‘culture’ in relation to organisations and to organisational change has become increasingly commonplace since the publication of a number of popular management books in the 1980s (Peters and Waterman1982; Deal and Kennedy 1982; Handy 1985). Culture is in principle a lens through which an organisation can be understood through an appreciation of an organisation’s behaviour, rituals, beliefs, shared ideology and unspoken assumptions. Chris Hendry (1995) in his book Human Resources Management asks us to examine organisational culture in distinct sub categories. Hendry states that organisational cultures are never fully aligned, intrinsically complex and contain multidimensional subcultures. He believes that in identifying how these cultures behave an organisation can gain both a positive and a negative understanding on the effect the culture has on the staff and the work place. In order to provide a reasoned analysis of what is good and what is detrimental to the organisation of Apple this paper will use the principles of Hendry and look at individual aspects of the Apple culture in particular relation to Communication & Trust, leadership, recruitment and performance reviews. Communication & Trust Despite high competition Apple has been successful in developing a culture that is flexible and robust to meet the demands of a turbulent demanding market. The leaders within Apple have developed over the years a culture that is person centred......

Words: 4108 - Pages: 17

Case Study for Managing Human Resource for Managing Human Resource Harrods is a brand that is recognised all over the world. Its Knightsbridge store has 1 million square feet of selling space with over 330 different departments. Its global reputation and prestige is instilled through its brand values. Brand values represent what an organisation stands for. Harrods values are – British; Luxury; Service; Innovation and Sensation. This case study demonstrates the integral role that Harrods’ employees play in upholding these brand values. People are a vital resource of any organisation. In the retail industry, employees are the public face of the company. They are responsible for interacting daily with a variety of stakeholders, for example, customers, senior managers and suppliers, to ensure the day-to-day running of the business. Effective communication is essential for creating an environment where employees and customers are satisfied. Human Resources Harrods has been in business for over 160 years. It employs 4000 employees with an additional 3,500 agency and concession employees. In 2010 Qatar Holdings purchased Harrods from Mohamed Al-Fayed. The new owners are strongly committed to all of Harrods’ employees. They recognise that engaged employees are essential to the continuing success of the business. Such employees are likely to be happy and consistently high performers who want to progress their careers with Harrods. Managing employee relationships is the role of the Human Resources department...

Words: 1953 - Pages: 8

The Human Resource Manager and Managing Multiple Responsibilities

...1. Human resource management consists of numerous activities. What areas were illustrated by Sam’s schedule on this particular day? Sam would like to plan his activities ahead in an organized manner but what he ends up doing is reacting to the multiple issues that arise throughout the day as a result of one unfortunate unplanned incident after the next. Although that is obviously not the best way to perform while feeling you are doing your job effectively it is probably the way that most people operate each day at work. There were many tasks Sam was pulled into handling throughout his day. Upon arriving at work Sam was approached by Al about a new worker not showing up for work on the dock. At this point Sam was responsible for finding someone to fill in. Once Sam arrived at the HR office he had to work out a payroll situation. At Sam's desk he was approached with the mail. Opening the mail was disrupted by a phone call regarding a complaint the plant manager had about his administrative assistant, he is looking for a replacement. He returned to his initial task of finding a fill in for the dock. Before he completed that task his attention was diverted to termination reports. Sam answered the phone before he had a chance to consider the termination reports which resulted in Glenna Johnson reminding him of the importance of another task he needed to address regarding unsolved grievances. She was annoyed when he mentioned he did not have time. Again, before......

Words: 737 - Pages: 3

Managing Human Resources

...The Human Resource Management models contains all Human Resource activities. When these activities respectively are carried out efficiently it will result in a competent and willing workforce These models establish the need for people to be recruited and developed, which in turn will enable them to achieve the organizational goals and maintain performance. HRM models can be termed as Harvard model, Michigan model and more recently introduced Guest comparative model respectively. Hard human resource management Here Workers are considered a resource that needs to be controlled in order to achieve the best possible profit and competitive advantage. The Michigan model. This focuses on hard HRM, because it outlines the importance of treating employees simply as means to achieve organizations strategy or as a ‘pure’ resource. Thus characteristics of hard HRM is seen in this Michigan model. Here it follows task focused employee approach which has highly defined and narrow job design and usually employees are strictly guided. Jobs are usually repetitive, shows a hierarchical culture no defined career progression offered. It defines that people should be obtained cheaply, used sparingly and developed to be exploited fully. It says that internal human resource policies should have a tight fit to the external business strategy of the organization, and thus known as ‘matching model’. The Michigan model states the different business strategies found and relates them to contrasting...

Words: 1249 - Pages: 5

Managing Human Resources

...changes or challenges and discuss in more detail”

 The Human Resource managers of today are faced with a multitude of contemporary changes and challenges, these changes and challenge lie within areas of: There are significant changes regarding ‘Industrial Relations’ with specific concerns around reduced job security and the demand for greater labor flexibility (Stone, 2013 p.7). Human Resources face challenges surrounding ‘Globalization’, where there is an increased flow of skilled and unskilled workers coming in and out of Australia and the high demand for skilled foreigners to work in Australia on specific Australian projects (Stone, 2013 p.7). Human resource managers need to be aware of ‘The Changing Work Culture’, which characterizes the push for a fresh corporate culture, which promotes flexibility, increased employee involvement, trust, performance and the attraction and retention of skilled and educated workers (Stone, 2013 p.7). Human resources also face both changes and challenges in the area of ‘Workforce Demographics’, as there is an increase the multigenerational workplace, with the elderly working longer past retirement age, The increasing number of highly skilled female workers and a greater number of females being in professional and managerial positions (Stone, 2013 p.7). Human resources face the contemporary Challenge surrounding the issue of ‘Remuneration’ specifically, where human resources struggle to bridge the gap between pay rate and......

Words: 893 - Pages: 4

Managing Human Resources System

...Agreement for a Company to employee new inductees or internally promote existing employees with the support and reliance of Human Resources to ensure legislative requirements are being fulfilled. This Agreement remains valid until superseded by a revised agreement mutually endorsed by the stakeholders. This Agreement outlines the parameters of all services covered as they are mutually understood by the primary stakeholders. This agreement does not supersede current processes and procedures unless explicitly stated herein. Objective of the Agreement The purpose of this Service Level Agreement is to transparently identify and stipulate the roles and responsibilities of two internal stakeholders, a Manager and Human Resources when appointing and/ or promoting an employee. This document will clearly articulate segregation of duties for the proposed employee, the Company and Human Resources. Stakeholders The Agreement reresents the Primary stakeholders associated with this SLA: Manager: this individual is the Manager/ People Leader Human Resourcces Proposed Employee Parties in the Agreement Proposed agreement is letter of offer that stipulates position,working hours,pay structure,leave entitlements and probationary period. -Manager: contacts Human Resources for hiring the employess with specific requirements. -Human Resources will agree and start seeking for recuirtment. -Employee will accept the terms and conditions and allowance for......

Words: 604 - Pages: 3

Managing Human Resources

...Chapter 1: Human Resources in a Globally Competitive Business Environment ------------------------------------------------- Applying Your Knowledge Employee Participation and Customer Satisfaction* Case1-1 “Joe and I virtually share everything. We sit together. We’re in meetings together. We’re together even we’re apart.” So says R. Timothy Epps, vice president of people system at Saturn Corporation. The partner to which he refers is Joseph D. Rypkowski, a vice president of the United Auto Workers (UAW). This partnering between management and labor is the crux of Saturn Corporation’s revolutionary idea. Not only are Epps and Rypkowski “paired,” but so are Skip LeFauve, Saturn’s president, and Dick Hoalcraft, the UAW’s top boss. From the top management level down through the ranks, both represented and non represented workers have partners, and, unlike many other organizations with adversarial labor-management relations, the UAW and Saturn’s management work together as teams in virtually every facet of the operation. According to Epps, We’re committed tom an entirely different set of beliefs. One is to have UAW involvement in all aspect of the business. The other crucial principle is that we believe those people affected by a decision should be involved in that decision.” Saturn Corporation is a wholly owned subsidiary of General Motors (GM). Its market share in the U.S. is down to 31.5 percent, and GM, the largest industrial......

Words: 2205 - Pages: 9

Managing Human Resources

...Chapter 13 Managing Human Resources in an International Business Learning Outcomes Chapter Outline The Internationalization of Business How Intercountry Differences Affect HRM Improving International Assignments Through Selection Training and Maintaining International Employees International Labour Relations Safety Abroad Repatriation: Problems and Solutions After studying this chapter, you should be able to: Explain how to improve international assignments through employee selection. Answer the question, “What sort of special training do overseas candidates need?” Discuss the major considerations in formulating a compensation plan for overseas employees. Describe the main considerations in repatriating employees from abroad. Managing Human Resources in an International Business 2 The Internationalization of Business More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their...

Words: 11261 - Pages: 46