Critically Contrasting Personnel Management and Human Resource Management

Critically Contrasting Personnel Management and Human Resource Management 1. INTRODUCTION Over the last few decades with the onset of the industrial revolution, the work place has seen a change in stance with respect to its people working in organizations. The key theme resonates around the ever increasing importance being given to the employees or the human resource. It started with what theorists referred to as personnel management. Some theorists believe that personnel management evolved in to what is now called human resource management while others draw significant strategic and operational differences between them (Torrington et al. 2005). The basic difference that the researchers find between these two is their area of focus within the organisation. Personnel management looks primarily into administrative aspects of the organisation while, Human resource management, on the other hand, looks after developing, retaining and growing the human aspect the organisation. In most organisations today we see a growing importance given to this function at strategic levels. In this essay, the theory that exists for personnel management and human resource management will be critically contrasted and analysed to come to a conclusion in the debate mentioned in the previous paragraph. A number of theorists look at each of these as independent elements as well as relational elements and this essay explains the establishment of the context of each of the elements i.e. personnel management and human resource management, the change or the perceived transformation of personnel management to human resource management and drawing differences and similarities found in the existing literature to conclusively define whether there is a difference between the two or is Human Resource Management a term which is purely an evolution of personnel management. 2. THEORY AND PHILOSOPHY OF PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT There has been a significant amount of literature that has been critical of personnel management of being low on organisational status in the recent years. The perception is widely held that the function of personnel management is limited in a reactive and administrative position and fails to hold relevance to the aims of the organisation. To elucidate this perception it should function at a strategic level (Lundy, 1994). Authors such as Drucker (1968), Watson (1977), Legge (1978) and Rowland and Summers (1981) relate personnel management to an administrative role. This could include payroll, maintaining practices with respect to regulation and other such activities. Torrington and Hall (1987) noted that personnel management looks towards the line manager for the as a key driver for the integration to the overall organizational goals. However the lack of strategic direction sometimes causes a conflict with the overall role of the manager which is more strategic in nature. Lundy (1994 ) noted that the establishment of the trade unions in UK along with the subsequent welfare movement that began with the onset of the industrial revolution in the early 19th century became the underlying cause of this conflict. Trade unions meant the workers were represented, were informed and could now demand and fight for their rights while line managers and governments considered labour as commodity. This lack of strategic composition in personnel management began to see the emergence of Human Resource Management as a replacement term. The pitfalls that were once faced with the administrative outlook of the personnel management were being eliminated by extended the boundaries to generate a more strategic role within the organization. Hence, human resource planning became aligned and was getting integrated with the overall organizational strategy. HRM, according to Bratton and Gold (2003), is a strategic approach to managing employment relations which emphasizes that leveraging peoples capabilities is critical in achieving competitive advantage. Torrington et al (2005) describe human resource management as a philosophy that deals with the carrying out of organisational activities that are people oriented and that extends to those who are not employed in the organisation. Human resource management is now, in the English speaking world, the most extensively used term that describes the activities of the management in terms of employment relationship (Boxall and Purcell 2003). A significant number of changes took place around 1994 with relation to trade unions, organisational restructuring. There was also a rise in the atypical forms of employment. With respect to these changes Beardwell and Holden (1994) suggest that: Any assessment of the emergence of Human Resource Management has, at least, to take account of this changing context of employment and provide some explanations as to the relationships that exist between the contribution HRM has made to some of these changes on one hand and, on the other hand, the impact that such changes have had on the theory and practice of HRM itself (p. 5). The human resource management can be looked at in the light of five aspects. First, the senior management considers the people problems at a more serious level. The overall delegation of responsibility lies with the line manager. Second, team work, communicating, and empowerment within employees is given a high level of importance. Third, employee development through the facilitation of training allows the employee to contribute more substantially to the organization. Fourth, every employee is considered as an individual. His or her needs are carefully assessed and emphasis is given to them. Lastly, the overall fit is considered to be around the greater strategic fit of the organization. 3. PERSONNEL MANAGEMENT VERSUS HUMAN RESOURCE MANAGEMENT Personnel management is conventionally believed as having little focus over the business links that are broader in nature and it is believed that it concentrates more on the activities of the personnel professionals and also on the operational techniques within the organisation. Thus the function of it is seen as low administrative record keeping and maintenance of people. In contrast to this function, human resource management is considered to concentrate more on the business linkages and also in comparison to personnel management it is usually labelled as an established and good people management practice (Redman and Wilkinson 2006). Legge 1995 (in Beardwell and Claydon 2007: 9), lists out three significant points that show that human resource management differs from personnel management. First, HRM is concerned with the responsibility of the top managers for the management of the culture. Secondly, she states that personnel management appears to be something performed on subordin ates by managers rather than something that the latter experience themselves. Finally, she says that human resource management defines the role of the line- managers rather than personnel managers. She further argues that the three differences stated above emphasize on human resource management, in theory, of being more of a central strategic management task as compared to personnel management. Armstrong (2006) states that human resource management lays more emphasis on the strategic fit and integration and its philosophy is management and business oriented. He contrasts Human resource management from personnel management on the basis that achievement of commitment and the management of the organisation culture are given more emphasis by HRM than personnel management. Storey (1992) and Guest (1987) each carefully differentiate personnel management and human resource management. The approaches considered by both also vary. Storey (1992) looks at the differences in light of the practical aspect; Guest (1987) draws more on the psychological aspects between the two. Points of difference between Personnel management and HRM as noted by Storey (1992) Dimension Personal Management HRM 1. Beliefs and assumptions Contract Behaviour Referent Conflict Careful delineation of written contracts Norms/ customs and practice. Institutionalized. Aim to go beyond contract. Values or mission. De emphasized. 2. Strategic aspects Key relations Initiatives Corporate plan Speed of action Labour management. Piecemeal. Marginal to. Slow. Customer. Integrated. Central to. Fast. 3. Line Management Management role Key managers Communication Standardization Transactional leadership. Personnel specialists. Indirect communication. High (e.g. parity an issue). Transformational leadership. General/business/line managers. Direct communication. Low (e.g. parity not seen as relevant). 4. Key levers Selection Pay Job design Training and development Foci of attention for interventions Separate, marginal task. Job evaluation (fixed grades). Division of labour. Controlled access to courses. Personnel procedures. Integrated, key task. Performance related. Teamwork. Learning companies. Wide ranging cultural, structural and personnel strategies. TABLE: Difference between Personnel Management and Human Resource Management. Source: Storey, 1992: 35 In the table above, Storey (1992) lists possible differences that are present between personnel management and human resource management. These differences describe the strategic aspect of personnel management as labour management and of Human resource management as customer management. Conventional personnel management focuses more on rules and norms, customs of the organisation and the practices which have already been established, whereas the human resource management tends to be more inclined towards giving importance to the values and mission that are set for the organisation. The personnel management approach is particular about the establishment of policies and procedures within the organisation and it enforces conformity of employees to these rules through careful delineation of written contracts. In contrast to this aspect of personnel management, Human Resource Management tends to go by the spirit of the contract. The structure of job design followed by personnel management is division of labour i.e. different people are assigned to different areas of expertise, where as Human resource management involves teamwork in which a group of people are assigned to accomplish a goal. Points of difference between personnel management (PM) and human resource management (HRM) as noted by Guest (1987) Personnel Management Human Resource Management Psychological Contract Fair days work for a fair days pay Reciprocal commitment Locus of control External control Internal control Employee relations Pluralist approach Collective Low Trust Unitarist approach Individual High trust Organizing principles Mechanic Forma/defined roles Top down strategy Centralized Organic Flexible roles Bottom up strategy De-centralized Policy Goals Administrative efficiency Standard performance Cost minimization Adaptive work force Performance improvement Maximum utilization Table: Difference between personnel management and human resource management. Source: Guest, 1987 In the above table, Guest (1987) examines the main differences between personnel management and human resource management. Like Storey, Guest also analysis a number of segments of the organisation to draw the main differences between the two debated terms. The psychological contract, which is the mutual agreement reached between the employee and employer, was the first element of difference. While personnel management considered it as obligatory from both parties to remunerate according to work and vice-a-verse. The control in case of personnel management was an external entity while the human resource management stemmed from within. Another key factor was trust. Guest believes that the personnel management failed to generate employee trust which in the case of human resource management was the key. The mechanistic approach of personnel management meant a formal, top down and centralized approach to managing employees. Human resource management on the other hand is considered to be m ore flexible originating from employees and de-centralized. The overall aim of personnel management, according to Guest, looked at drawing the most bang from the buck while minimizing the cost. However the goals for human resource management have taken on a role of improving performance by adapting the workforce to maximize the output. Painting the overall scenario, the differences cited by Guest (1987) and Storey (1992) reflect the fact that there lie differences between personnel management and human resource management on both practical as well as psychological fronts. The overall difference in its application has been considered to draw a clearer understanding of the differences cited above. However, literature also considers a number of key similarities which underlie both aspects of employee management. 4. SIMILARITIES Strategies of both Personnel Management and Human resource management flow from the business strategy. Both have the view that managing people is the responsibility of the line managers. Soft HRM and Personnel management have identical values with regard to the respect of the individual, develop people to achieve and facilitate their own satisfaction and the organisational objectives to the maximum level (Armstrong, 2006). Poole (1999) notes that despite the differences stated there are a number of factors that provide for a number of clear similarities between human resource management and personnel management. Emphasis on integration: Poole (1999) notes that both these models emphasize on their integration with the overall organizational goals. Line management as the driver: He notes that once again human resource management and personnel management look to the line management to deploy the human resource practices and policies. Individual development: Poole (1999) considers the model of Personnel Management and contrasts it with the models of Human resource management and concludes that both state the significance of developing the individual employee to the level of his highest abilities within the organization. Also while considering work in this field he found similarities in context laid down regarding the dependent nature of the employees. Importance of selection and job allocation: Poole finds that the correct allocation of jobs to the appropriate people is an important factor in the integration with the organization. It is worth noting that the integration with the organization was the basic similarity between human resource management and personnel management. 5. RHETORIC OF HUMAN RESOURCE MANAGEMENT Keenoy and Anthony (1992: 235) consider the relation between the employment relationship and human resource management as rhetoric and metaphors. HRM its self is shown in a positive light when words such as nurturing and organic are brought into the picture. However, other terms which described personnel management were reactive, monitoring and bureaucratic provided a negative connotation. In relation to the dominant emergence of HRM, Legge (1995) argued: The importance of HRM, and its apparent overshadowing of personnel management, lies just as much (and possibly more so) in its function as a rhetoric about how employees should be managed to achieve competitive advantage than a coherent new practice (p. xiv) Legge (in Storey 1995) further notes that there has been hype due to the existence, assumptions and epistemology of soft and hard models of HRM. This according to Bach and Sisson (2000) can be done to achieve a state of control over the workforce. The hard model of HRM deals with the employees in a less humanistic approach by referring to the more quantitative nature of reducing costs, managing head count and the overall need of the hour. While the soft model of HRM deals with the development of the employees and an overall well being of the employee. Bach and Sisson (2000) noted that the soft HRM camouflages the negative aspects of the hard HRM to paint a positive picture. In practice, both the elements of hard and soft HRM exist together and impacts the employee directly. Critiques of HRM such as Keenoy find that ambiguity in the term Human Resource Management is a remarkable feature in itself. (Beardwell and Claydon 2007) 6. CONCLUSION Human Resource Management has become the most widely used term which refer to the activities of the management of the organization towards its employees. There are a number of debates surrounding the meaning, definition and scope of HRM and personnel management. Some critics find a number of similarities between the two while others find significant contrasts between the two. Legge (1995) sets forward the view that there is no major difference between the principles and values of the two but Storey (1992) found a number of aspects that differentiate the two. To summarise, personnel management is widely observed as having an operational schematic to people management with the aim at achieving efficiency within the norms of providing justice to the employees work. From the literature, conclusions can be drawn that the difficulty faced by personnel management in obtaining credibility in the eyes of the employees paved the way for the rise of Human Resource Management. The concern about the difference between personnel management and the extent to which HRM represented a positive or negative phase in peoples management gave rise to the debate relating to the differences and similarities of HRM and conventional Personnel Management. In summary, it can be noted from the literature that the inevitable evolution of personnel management was fuelled by the lack of trust with employees and gave rise to the emergence of Human Resource Management. The hard and soft models of Human Resource Management lay evidence to this evolution by displaying characteristics of the more mechanistic aspects of personnel management.

Hilton Customer Service Case Study

Customer Service in Travel and Tourism Hilton Hotels Case Study [pic] The ‘Understanding Travel and Tourism’ case study provides useful background information about Hilton Hotels. The first three sections of this case study are based on two presentations on the theme of ‘Reach Beyond’ given to employees of Hilton Hotels UK and Ireland as part of a major staff training programme. Benefits of Good Customer Service Guests tend to leave or defect from Hilton because: †¢ they become dissatisfied or †¢ a competitor is thought to be better or because a guest simply doesn’t care (in every market there are people who just don’t care about brand choice) or †¢ the guest has no choice e. g. the location is not right for the traveller or, for business travellers, because company policy is to use another hotel chain. What satisfies guests? Every guest is different, however research by Hilton Hotels has identified some ‘drivers’ th at influence whether a guest is satisfied with the stay or not. Drivers of Guest Satisfaction – UK Relative Impact on Overall Satisfaction [pic] The Importance of LoyaltyGuest survey research by Hilton suggests that in a typical year only 5% of existing customers remain loyal, however loyal customers tend to spend more and they account for 10% of revenue. Loyalty is important because satisfied and loyal guests: †¢ will make an effort to do business with Hilton †¢ give 80% or more of their business to Hilton †¢ ignore competitive offers, advertising and discounts †¢ tend to be willing to accept higher pricing structures †¢ remain with Hilton 8-10 times longer than unloyal guests †¢ are worth 100 times more than unloyal guests, in the long termIt is worth noting that the importance of loyal guests is recognised by most travel and tourism organisations, and many often carry out promotions aimed directly at repeat customers. One way Hilton Hotels rew ards loyalty and encourages repeat bookings is through the Hilton HHonors membership scheme, through which customers can receive points and other benefits. The more a customer uses Hilton Hotels, the bigger the rewards. Handling Complaints If no action is taken following a complaint, 52% of guests making a complaint are likely NOT to return.Once a complaint has been handled satisfactorily, 94% of customers making a complaint will return. This is almost the same percentage of customers likely to return when there is no problem and no complaint. This slide gives more detail about Hilton Hotels’ findings from research into the handling of problems and complaints. How may I help you? [pic]Source: VisualMedia Online ICT and Customer Service Hilton Hotels uses ICT in many ways. Just a few examples are: Hilton Hotels’ e-learning training programme that can be accessed by all staff members †¢ the use of powerful software programmes for analysing the results of research in to customer satisfaction levels †¢ providing excellent ICT amenities for business travellers †¢ making it easier to book the Hilton brand by improvements to websites and computerised reservations systems, and ‘fair deal’ agreements with external booking agencies. In 2002/3 Hilton developed a local language website for Hilton International in the UK – www. hilton. co. uk.The re-designed site featured lots more information. It was localised to make sure the offers were relevant and attractive for UK customers. The details on each hotel are updated at the hotel, rather than centrally, as is common practice. This ensures that the customer is getting all the most up-to-date and relevant details about the hotel and its offers as soon as possible. As part of the successful launch, the website www. hiltongroup. com promoted the new-look website www. hilton. co. uk. This included some examples of different types of potential customer and how they would use the n ew website.Below is the example of a customer travelling for leisure. Quality Here is a summary of the message to staff taking part in the Hilton ‘Reach Beyond’ training scheme: ———————– Importance of complaint handling No complaintComplaint (64%) (36%) Not reported Reported (8%) (28%) No actionAction Taken (8%) Not satisfied Satisfied (9%) (11%) Why is satisfaction important? Guest stays at HiltonNot satisfiedDefects to the competition Guest stays at HiltonSatisfiedVisits againBecomes loyal For further information about Hilton Hotels see: www. iltongroup. com or www. hilton. co. uk The Leisure Traveller â€Å"Whenever I go away I always stay in a Hilton,† says Rachel Martin â€Å"I love the fact that I always get the same high service standards no matter where I go in the world. † Rachel, a public relations consultant and a keen traveller, has been visiting Hilton hotels for over 10 years, and has be en to hotels all over the world, from the Middle East to Japan. â€Å"I've always wanted to book on the web, but I never felt comfortable with the old hilton. com site – it always felt too American, and a little impersonal. The new www. hilton. co. uk site, however, suits Rachel down to the ground. â€Å"All the special offers on the front page are priced in UK pounds, so I can directly see that I'm getting the best value I can from Hilton. I've also become aware of holiday packages I didn't know about before. † Rachel has just booked her 2003 summer holiday using the website â€Å"I'm looking forward to my next holiday – in the Hilton in Sharm El Sheikh, Egypt – where I'm going to learn to dive, something I've always wanted to try, but didn't even know Hilton offered until I used www. ilton. co. uk. † 95%77%52%62% 94% Likelihood to return How can YOU influence satisfaction? Top 5 factors that influence guest satisfaction: 1. Have a positive †˜can do’ attitude 2. Overall quality of room 3. Staff efficiency 4. Staff friendliness 5. Comfort of room Hilton Reach Beyond Consistent, Quality Customer Service delivers the Brand Promise and recruits and keeps LOYAL Guests

The Secret to Common App Essay Prompt One Samples

The Secret to Common App Essay Prompt One Samples Here's What I Know About Common App Essay Prompt One Samples For many awards, you require a nomination. Students lead busy lives and frequently forget about a coming deadline. If you are able to, combine awards from several years into one title. Common App Essay Prompt One Samples If you're applying to ten schools, you need to type in all your private info, test score data, family info, and even your application essay just once. Financial aid information has to be handled on the FAFSA. You simply have to pass an easy procedure of authorization, click buy research papers, fill an effortless purchase form and that's it! Plan to select the test so that colleges will get your scores by the deadline. In case you have any questions, you can get in touch with our friendly support team night and day and get immediate assistance. How much you could earn while your paper work is being done by somebody, who knows the way to do it cor rectly! You'll discover our payout procedure to be fast, friendly and secure, and our staff always ready to go the additional mile to satisfy your requirements. The Battle Over Common App Essay Prompt One Samples and How to Win It What's more, you might not get the wanted outcomes. Then finally, you should make a list of questions to ask the cell application growth companies before taking a determination. After successful completion of the prototype the practice of pre-production becomes tranfered to the practice of production. Needless to say, among the most important elements of the application procedure to review and prioritize is deadlines. Order top-notch essay at the moment and certified specialists will do their very best to supply you with higher quality at fair price. Some students might want to review the nuances of this website with a guidance counselor if they're experiencing some difficulties,'' explained Turban. Our coursework writing service will discover the very best writer for your requirements without wasting any moment. At our essay support, essays are always delivered in a brief moment. A bit of writing is more than merely a bit of writing. So far as the students are involved, writing a research paper is among the toughest and frustrating undertaking in their opinion. What to Do About Common App Essay Prompt One Samples The developer's role isn't to create an app. You've got an outstanding app idea, and you go and set your money into it without doing market research really isn't the ideal way to go. Before finalizing your vendor, make sure that you test drive the app to find out how it all works in actual moment. You cannot own a dream one day about a rocket ship and begin building it the next moment. Introducing Common App Essay Prompt One Samples To help you further, have a look at our assortment of Common App examples to observe how a great essay is structured. The inte rnet development framework also has the automated mechanism of loading. Within this aspect, it's important not to forget that the framework doesn't use a template engine that's external, but the inline syntax of PHP. Identifying your pre-professional interest on the application will make it possible for your advisors to supply you with a broad selection of support to see your objectives. Some offer completely free services and after sales support while some charge for the exact same. In order to supply quite excellent client solutions, it is vital that the service team needs to be equipped with the up-to-date and suitable info to their customers. Be watching for more Common App blog posts over the upcoming few months. This question was reworded for 2017-18, and the present language is an immense improvement. You do not need to fill numerous order forms, get plenty of passwords at virtually every step of order. In that situation, it's likely to find lots of common app growt h mistakes occurring. Due to the payment problem outlined above, it might not be evident this is the next step in the practice. When you should submit your Common Application will be dependent on whether you're making an Early Action, Early Decision or Regular Decision application. Students don't need to submit their applications during the summertime. When applicants complete the Common Application, they'll be requested to submit recommender details. Moreover, they are now allowed to create more than one Common Application, so you can, in fact, send different applications to different schools.

West Africa s Struggle With Health Care - 1721 Words

West Africa’s Struggle with Health Care Africa is the cradle of the humanity, and the second most populated continent. West Africa has suffered from lack of infrastructure and healthcare. This handicap is characterised by the weather knowing that the west in close to the equator. The tropical climate bring a lot of mosquitos, wich brings malaria to the children and the women. One of the major need are the number of doctors is low. Most African countries import their medicine from the exterior: Ex Europe, India, Middle east theses countries just provide the medicine to the sub sahara region. The lack of technology for example,the Infrared thermography (IRT) used to determined if someone has cancer is not available in Africa due to the insufficiency of money.This cause a big gap between fortunate who can travel and get treat overseas and the who can not afford the tremendous cost. The importance of coming in help to West African healthcare is to develop strong relationship, because in some way if their healthcare is we ak it can affect other continent. Some individual are willing to help the Africans countries. People are creating labs for African welfare. Big organization are currently providing heath supply to help treating diseases. African is well known for all the serious diseases it contain. with today s world, and all the diseases Africa has suffered from a century of negligence toward healthcare. Even though West Africa is slowly getting on its feet after beingShow MoreRelatedFood Insecurity Is An Ongoing Issue All Over The World1349 Words   |  6 Pagesthan in any other part of Africa. People began to sell their livestock, which were considered assets, but really had no value in the case of a drought, which was an ongoing problem with rainfall below 350 mm two years in a row. 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