Human Resource Management - Essay Example

There is no clear distinction between human resource management and personnel management. The two are used interchangeably by different authors hence the need to draw a line between the two and determine which of the approaches to management of human resources is more effective. This prompts the need to evaluate personnel management and the evolution of human resources management and the functions performed through the two approaches. Personnel Management According to Bach and Sisson (2000: 10), as early as 1945 personnel management was in existence and used to be “an administrative function concerned with operational matters of the organization”.

The personnel managers were entrusted with such functions as; recruiting and selecting new employees, staff appraisal, reward management, negotiating contracts with trade unions, and handling training programmes for employees among other operational issues. Trade unions were widespread and worked in liaison with personnel managers to ensure fair work conditions and practices through negotiation of employment contracts. These contracts were the guiding principles of employee behaviour and were strictly observed.

The management of human resources was solely the role of personnel specialists through formalised personnel policies such as job description, job evaluation systems and bureaucratic controls. Personnel management was geared towards satisfying shareholder interests of maximising revenue hence bonuses and rewards were major motivation for employees. Evolution of Human Resource Management With growth of industries, there was a lot of competition among organizations hence a new method of managing workforce was required for competitive advantage.

The need was also prompted by growth in business education, rapid expansion of business studies courses and MBA which acted as source of information regarding a new management technique referred as human resource management. The HRM involved aligning operational functions of personnel managers with organizational goals (Koster, 2002). The approach was strategic in nature as opposed to personnel management which involved crisis management. High commitment of workforce began to be emphasized and was achieved through worker involvement and participation in management activities such as decision making.

HRM introduced teamwork in organizations for better results and devolution of responsibilities to line managers although some resisted due to lack of management skills. Some personnel managers were not willing to give up their operational roles to line managers. Due to complexity and nature of their work the managers are accepting to delegate their roles so as to concentrate on other duties such as offering consultancy services to line managers as well as senior management. Kumar & Mittal (2001) acknowledges the fact that personnel management was about getting better results with collaboration of people hence employees were supposed to make contribution for business purposes.

The HRM on the other hand is