Introduction Human resources are the main drivers for today’s organization in managing employees as strategic plan as company’s objective (Haslinda 2009). Variety notion related with theory, perceptivity and understanding of human resource evolution from Industrial Relations (IR) tradition to Human Resource Management (HRM) has transpired to the present day. IR was considerably have two main division: labor management and mutual negotiation including the method of employment management (Kaufman 2001). The terminology from personnel management, or personnel administration and labor relations has been used by most writers represent IR or employment relations era. The evolving terms of both subject fields has initially started in 19th century by the emergence of HRM terminology as modern or an updated version of personnel management (PM) which still linked within the same environment (Ackroyd et al. 2005). Furthermore, HRM content more about employment relations management and contract determination (Ackroyd et al. 2005). There were many critical views or artificial debate concerns of the role of HRM and its predecessor, PM (Storey 2001). One of article, Legge (1989) was try to prescribe the distinction between them based on its content. Therefore, the point of departure of this report is to provide some overview to specified substantial outline between IR (in case of PM) and HRM, particularly their distinction and commonality. PM and HRM Overview As the name suggests, the scope of work of PM has focuses on the employers objectives, training or efforts to strengthen effective working method and emphasizes individuals workers, employers-employee relations (Kaufman 2001). In corporate environment, it conceived as policy of management... ... middle of paper ... ...agement Journal, 2: 60–79. Brewster, C. (1995). Industrial Relations and Human Resource Management. Industrielle Beziehungen / The German Journal of Industrial Relations, Jahrg. 2, H. 4, pp. 395-413 Guest, D.E. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies 24(5), pp. 503–521. Haslinda, A. (2009). Evolving terms of HRM and HRD, The Journal of International Social Research, Vol 9, Issue 2: pp. 180-186. Kaufman, Bruce E. (2001). Human Resources and Industrial Relations: Commonalities and Differences. Human Resource Management Review. No.11. p.339-374. Legge, K. (1989) Human Resource Management - A Critical Analysis, in Storey, J.(ed.) New Perspectives on Human Resource Management, London: Routledge, Chapter 9. Storey, J. (1992) Developments in the Management of Human Resources: An Analytical Review. Cambridge,MA: Blackwell.
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The importance of Human Resource management is associated with the beginning of mankind. As the knowledge of survival had begun including safety, health, hunting and gathering, tribal leaders passed on the knowledge to their youth. However more advanced HRM functions were developed as early as 1000 B.C and 2000 B.C. Since the modern management theory took over, the working environment was transformed into a more friendly and safe work place. The workers were termed as most valuable resources. While some companies took the human side of employment seriously, there were others who did not find it mandatory. Hence they faced huge labor unions and factory shut downs (Henning, 2001).
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The third stage in HRM development which began in the late 1970?s and early 1980?s was the realisation that effective HRM could give an organisation competitive advantage. Within this stage HRM is viewed as important for both strategy formulation and implementation. For example 3M?s noted scientists enable the company to pursue a differentiation strategy based on innovative products. At the competitive stage, then, human resources are considered explicitly in conjunction with
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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.