Table of Contents 1.0 Introduction 2 2.0 Content 3 2.1 The Transformation from Personnel Management to Human Resource Management. 3 2.2 The Importance of Human Resource Management 5 2.3 The distinction function and roles between Human Resource Department and Personnel Department. 6 3.0 Conclusion 8 4.0 Appendix 9 4.1 Harvard models of HRM 9 4.2 The stage of recruitment and selection process 9 5.0 List of References 10 1.0 Introduction Nowadays, Good managers are not only effective in their use of economic and technical resources, but when they manage people they remember that these particular resources are special, and are ultimately the most important assets. On this occasion, this report is written to explain the reason why Personnel Management has changed to Human Resource Management and how the functions and roles of Human Resource Department differ from Personnel Department. In general definition, personnel management is the recruitment, selection, development, utilization of and accommodation to human resources by organizations. The human resources of an organization consist of all individuals regardless of their role, who are engaged in any of the organizations activities. A change based on a reason, changes personnel management into human resource management takes time and stages. From time to time, the term human resource management is increasingly replacing personnel management positions. This occurs because of changes in personnel management is seen as old-fashioned way to manage people, and to give priority to the development needs of the organization rather than the individual. In every change has the distinction of various aspects such as the process changes, characteristic, function and roles. The report will ... ... middle of paper ... .... Personnel Department Duties | eHow. [online] eHow. Available at: [Accessed 13 Apr. 2014]. Henderson, I., 2011. Human resource management for MBA students. 2nd ed. London: Chartered Institute of Personnel and Development. HR Development Versus Personnel Management: What's the difference?. 2014. [online] Iqpc.com. Available at: [Accessed 17 Apr. 2014]. Mayhew, R., 2014. Six Main Functions of a Human Resource Department. [online] Small Business - Chron.com. Available at: [Accessed 14 Apr. 2014]. Untitled Document. 2014. [online] Www-users.york.ac.uk. Available at: [Accessed 13 Apr. 2014].
Stewart, Greg L. and Kenneth G. Brown. “Human Resource Management.” Human Resource Management. 2nd Ed. Hoboken, NJ: Wiley, 2010. 590.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
In conclusion, Human Resources department plays a significant role in the organization providing a wide range of valuable services to employees in various functional areas such as recruiting and training people, developing public relations, performance appraisals, maintaining workplace atmosphere, employee relations, benefits administration and much more. More than likely, HR essentially contributes to organization’s strategies and objectives through promotion of leadership activities, building friendly workplace environment and ensuring an efficient management of talented employees overall. As a strategic asset of a company, HR improves the human capital utilization and establishes the competitive workforce based on business and market demand.
The first step in the seven essential elements of corporate compliance is to establish standards and procedures. Standards and procedures are policies and guidelines which were implemented to keep and organization operating and functioning legally without breaking any laws. (Safian, 2010, p. 40)
Hailey, V. H., Farndale, E. & Truss, C. (2005) ‘The HR department’s role in organizational performance’, Human Resource Management Journal, 15(3), 49-66.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Noe, R.A., Hollenback, J.R., Gerhart, B., (2010). Human Resource Management: Gaining A Competitive Advantage. New York, NY. The McGraw-Hill. (p. 555-561).
The evolution of human resource function are now entering a new area “the emerging of talent management” while at the same time strategic human resource remain to be a major focus of some organizations. Today, talent management has become one of the most important buzzwords in Corporate Human Resource and Training (Bersin, 2006). Organization need has changed to compete on talent. Organization with best talent or top priorities tend to stay ahead above others. Talent management arose in answered the organization’s needs and industry demand. In the late 1990s, the evolution of a human resource which previously called as personnel department committed to everything related to human capital. According to Martans (2012), Human Resource gave birth to Talent Management in 1990s. It is for the purpose to aligning and achieving the organizational goals and objectives.
Human resources have become the politically correct way of addressing Earth’s most valuable resource… the human being. There is a long history of attempts to achieve an understanding of human behavior at the work place. From the early 1890, academicians and practitioners developed theories and practices in order to explain and influence the behavior of employees at the work. The Human Resource Glossary by William R. Tracey defines Human Resources as: “The people that staff and operate an organization”. The people that work within an organization are subject of common analysis for political economics, economics, corporate business and psychology. In political economics and economics, the employees are taken into consideration as one of the four production factors: Labor, while in the corporate world they are known as Human Resource or Human Capital and it is not referring to the people within an organization as physical matter, but what those people bring and contribute to organizational success. Sometimes it is called intellectual capital when it reflects creativity, knowledge, skills and motivation. The authority level that deals with it, it’s called Human Resource Management.(SITE1) The original term, Personnel Management was used to describe “the specialist management function which determines and implements policies and procedures which affects the stages of the employment cycle” (BOOK). It first appeared in the early years of the 20th Century and it had an administrative nature, dealing mostly with payroll, employment law and handling related tasks. The term of Human Resource Management is the result of the famous Hawthorne experiment of Elton Mayo of the Harvard School of Business Administration. This experiment was meant to demonstrate the connection between theory and practice of Personnel Management with Psychology. The term began to be used in the 1950s, to designate the expansion of traditional personnel management to include modern psychology. (Site 2) The term defines a managerial perspective which argues the need to establish an integrated series of personnel policies to support the organizational strategy (Buchannan, 2004). A number of authors stress the difficulties of identifying clear differences between personnel management and HRM, and maintain that the most obvious change is a “re-labeling process” (Legge, 1989) Some experts, such as Lowry (1990) and Fowler (1987), argue that there is no major difference between human resources and personnel management going further by suggesting that “HRM is the continuing process of personnel management”.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
HRM comprises a set of policies designed to maximize organizational integration, Employee commitment, flexibility and quality of work. (Guest, 1987) as cited by (Armstrong, 2009) this statement entails that HRM function has policies to guide its activities, if these policies are well integrated with the strategy of the organization, it can enhance employee commitment and result in quality of work, as cited by (Armstrong, 2009) that the overall purpose of human resource management is to ensure that the organization is able to achieve success through people, however the function of HRM is affected by several other factors, this essay will look at three Internal and external environmental factors affecting HR Specialist.
Obtaining the position of human resource director for an organization that has not had a structured and directive human resources department has various challenges. It is likely that as XYZ Company has grown from a small software development firm they have neglected one of their most important aspects of business that contributes to the success of the organization: their employment practices. Employees and employment practices have evolved over the years and the personnel departments that we once relied on mainly for the hiring and firing processes have evolved to meet the expectations and demands of State and Federal laws and regulations, the work force, and organizational strategies that the company has adopted in order to remain competitive and successful in the marketplace. The processes and procedures that now need to be observed by the “personnel department” requires greater knowledge, skills, and abilities regarding laws and regulations, current and potential employee needs and demands, and has paved the way for the transformation of the human resources professional to become an integral member of the management team in an organization.
Personnel management encompasses a deep interest in the well-being of an organization’s personnel as well as their execution of tasks assigned to them. Its main aim is ensuring that employees have a sense of satisfaction. Personnel management tasks include training, selection and hiring, motivation, rewards, compensation among others. Personnel managers, in collaboration with other sections in the organization are mainly involved in execution of these tasks (Ingram, 2008, p.160).