personnel management presentation final

8/3/2019 Personnel Management Presentation Final

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To what extent and whyis human resourcemanagement different from

personnel management


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Introduction

What is Personnel Management? Four approaches to defining Personnel

Management

What is Human Resource Management? Approaches to defining HRM Similarities between approaches

Cynic's View Why the belief personnel management has been

relabelled?

Advocates View Criticisms Conclusion


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Defining Personnel Management Normative Model

US definitions clearly assume a unitary frame of reference

UK definitions take more pluralist stance Descriptive-Behavioural Model

actual behaviour and experience of personnel managers Descriptive-Functional Model

regulation of employment relationship and it reflects apluralist perspective.

Critical Evaluative Model Watson (1986):

see the managements of the employment relationship asone of regulation

This view reflects a radical perspective


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Human ResourceManagement

The hard model reflects theutilitarian instrument

The soft model reflects thedevelopmental humanisms

Integrating business Strategy

HardSoft


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Similarities Between ApproachesAccording to Legge (2005), several common

themes stand out: Human Resource policies should be integrated

Human resource are valuable and a source ofcompetitive advantage

most effectively by mutuality consistent policies foster a willingness in employees to act flexibly


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Cynic Views

Both emphasise the importance ofintegrating organisational goals withHRM/PM practice

Importance of individuals fullydeveloping their abilities for own

satisfaction

Placing right people into the right job


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Cynic Views Fowler (1987)

employees give of their best when they are treated as

responsible adults

Legge (2005) right to proper treatment as dignified human beings while

at work

only effective as employees when their job related

personal needs are met

Armstrong (2000) familiar concepts and practices repackaged without any

discernibly difference in heir content.


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Cynic's View Con't

Similarities between Language Torrington and Hall (1987)

the desirability of mutuality and reciprocaldependence between employer and employee inorder to obtain commitment to organisational

objectiveness, that is needed for organisationalsuccess

Walton (1985) the new management strategy involves policies

that promote mutuality in order to elicitcommitment, which in turn can generateincreased economic effectiveness and humandevelopment


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Reasons behind Belief of Relabelling

Armstrong (2000) increased professionalism of personnel

practitioners

further dimension to a multi faceted role as PM

more to do with changes in the competitive

environment and the occupational evolution

(Torrington in Storey 1989) enhanced status and power

change of label is useful indication of innovation


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Advocates View

PM something performed by managers rather than

something that managers experience themselves

line role is regarded as all manager manage people soall managers in a sense carryout personnel

management" policies are not passively integrated with business

strategy

HRM vested in line management as business managers

responsibility for coordinating and directing allresources in the business

focuses particularly on development of themanagement team

Management of organisation's culture central activityfor senior management


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Figures

1990 6% of people management specialist employed in UK workplaces with25 or more employees used HR title

1998 risen to 30%

42% of the 43,700 CIPD members had a personnel title

58% an HR title (CIPD, 2002)

Reference: Caldwell, R (2002). A change of name or a change of identity? Do job titles influence peoplemanagement professionals perceptions of their role in managing change, vol:31, No.6, pp693-709


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The Conclusion: Is PersonnelManagement different to Human

Resource Management?

On going debate

Representation of both positive andnegative aspects of PM and HRM


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BibliographyJournals

Poole, M and Jenkins, G (1997). Responsibilities for human resource management

practices in the modern enterprise Evidence from Britain, Personnel Review, Vol: 26,

No.5. pp333 356

Morley, J M, Gunnigle, P, O'Sullivan, M and Collings, G d (2006). New directions in the

roles and responsibilities of the HRM function, Personnel Review, Vol:35, No.6, pp609

617 Kirk, S, Doughty, D and harris, L (2002). The devolution of HR responsibilities

perspectives from the UKs public sector, journal of European Industrial Training, Vol: 26,

No.5, pp218 22

Books Legge, K (2005). Human Resource Management: Rhetorics and Realities, Palgrave

Macmillan, Basingstoke

Storey, J (1989). New perspectives on Human Resource Management, Routledge, London.

Bach, S and Sisson, K (2000), Personnel Management: A comprehensive guide to theory

and Practice, 3rd ed, Blackwell publishing, Oxford.

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