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Crіticаlly analyze the key
differences between HRM and Persоnnel Management. In рarticular, discuss the
key differences in relation to emрloyee relations, rewards, organizational
culture and the role of line managers.
HRM and Personnel Management
Name
Institution/Affiliation
Introduction
In
principle, Personnel Management is identified as an administrative function of
an organization that offers needed activities regarding organizational
requirements so that to manage the relationship between employers and
employees. According to Kabst and Matiaske (2005), Personnel Management deals
with employment laws, employees and their payroll. Personnel Management is
considered as reactive since as an administrative function it presents demands
and concerns as presented. Therefore, it is less dependent of an organization.
On the other hand, Human Resource Management (HRM) is an organizational
function that creates and maintains personnel management skills; it is analyzed
in a much broader sense than Personnel Management (Dertozous & Garber,
2006; Stivers & Hummel, 2007). Additionally, HRM can be termed as
proactive, as it reflects on the constant advancement of activities and
policies aimed at advancing the workforce of a particular organization; hence
HRM plays an integral part in the operations of an organization. According to
Price (2007), it has been argued that there are no significant differences
between Personnel Management and HRM; nonetheless, many experts have compiled
many differences between the two. For that reason, this paper-based essay aims
at analyzing the key differences between the two concerning employee relations,
rewards, organizational culture and the role of line managers.
Employee
relations
According to
Condrey and Ledvinka (2010), employee relations perspective can be analyzed
regarding two categories, such as the (i) collective approach and (ii) the
individualistic one. Specifically, Personnel Management is regarded to be of
pluralistic nature as it advocates for the collective approach as such
employees are offered the same kind of treatment thus this encourage a regular
scale performance characterized by low levels of trust. Besides, Personnel
Management tends to work on the belief that employees in an organization should
share some universal values; therefore a confrontation is easily avoided since
disagreements are described by the use of phrases and expressions. Conversely,
HRM takes a unilateral nature that adopts an individualistic approach and can
be well illustrated in the absence of institutions such as trades unions.
Nonetheless, Kabst and Matiaske (2005) assert that HRM promotes the level of
trust between employer and employee through the introduction of
performance-related award system hence employees can work based on different
values for different groups. HRM creates room for employees to focus on their
work on a high degree as well as the freedom to explore new ways of enhancing
the completion of tasks.
Rewards
Primarily, this is a system that is concerned with how employees get to be rewarded for their contribution to the achievement of goals and objectives of an organization. Consequently, Personnel Management is characterized by the involvement with the pay scales as featured by the hierarchical structure of the organization thus reflects on the length of services as opposed to the current contribution. Hence, Dertozous and Garber (2006) explain that employees through the various trade unions get to collectively bargain for pay structures most notably for the non-managerial employees. On the contrary, HRM focuses on pay structures that can be described regarding the emphasis aimed at the rewarding contribution; hence the reward system is majorly team-based or individualistic. Therefore, an organization enjoys the responsibility to come up with its reward systems, as long it works and operates within the confines of the laws. And it goes without saying that organizations...