Human Resource Management: Task 1

Section 1) INTRODUCTION

Human resource management (HRM) is one of the business process and function with defining of practices, policies and systems that is for influencing employee attitude, behavior and performance during their employment. There are changes in the concept of HRM and practices during the past few decades showing differences in traditional and contemporary HRM practices.

The purpose of HRM task assignment is to analyze and determine concepts such as: 1) HRM and personnel management comparison and differences 2) HRM historical development 3) HR practitioner tasks, roles and activities 4) Line managers roles and responsibilities in HRM practices

The below diagram shows, HRMs practices (McGraw-Hill Education, 2002):

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Section 2) DESCRIPTION

1) Personnel Management vs. Human Resource Management

The understanding the differences between HRM and personnel management is important because there are changes and differences. Individuals pursuing career in any of these two concepts should have complete awareness. This is to ensure that they become aware about different practices and differences.

The below table shows differentiation and comparison between human resource management and personnel management (Brumfitt, K., Barnes, S., Norris, L., and Jones, J., 2001; Armstrong, 2000; Bratton, J., and Gold, J., 2001):

Human Resource Management Personnel Management Describing with the emphasis on Describing with the emphasis on broader scope Incorporating and and narrow scope developing Including and managing with

personnel tasks Creating teams

administrative tasks groups Providing support as reactive with responses of meeting demand and

benefitting organization

concerns individually Enabling and supporting employees Supporting managers with work force to work with productive results and efficiency Human Resource Management needs and processing Personnel Management

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Human Resource Management: Task 1

Possessing contemporary practices Following traditional forms of HRM Involving ongoing strategies Considering independent function managing overall organizational without integration with functions in

needs as per business function Involving all managers

the business and Working with sole responsibility of personnel department

participating with sole responsibility of

HR department Motivating employees and supporting Motivating employees with rewards so that they will improve job and programs to obtain employee satisfaction

performance and this will result in

employee satisfaction Performing with possible integration Working without integration of HRM of HRM and personnel management Functioning in administration, support Functioning more on administration and counseling services 2) Historical Development type of services

During the late 1970s, the features of HRM were bargaining role collectively, implementing role of legislation, playing bureaucratic role, showing bureaucratic role social conscience and performing with growth and improvement role (Jackson., S. E., Schuler, R. S., and Werner, S., 2008). These developments took place in changing names of HRM and personnel management.

The changing name was because of outcome that was inevitable and market conditions of the political economy during 1980s. There were changes in the HRM areas of study with fast changing and interdisciplinary. It was involving Page 3 of 12

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encompassing of works such as personnel management, people and welfare. There was initiation of close association (Storey, 1989; Stredwick, 2000). The below diagram shows differentiation of HRM and personnel management during the historical development:

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Human Resource Management: Task 1

The below diagram shows human resource function in historical development (Corie, 2003):

3) Human Resource Practitioner Roles, Tasks and Activities

The HR roles definitions are below (Ulrich, D., 1997): Role SHR management Infrastructure Management Employee contributions management Change management Outcome Strategy executing Efficient infrastructure building Employee capability commitment increasing Renewal or organization of Change agent Change and managing transformation Metaphor Partner strategy Expertise administrative Employee and champion Core of Alignment of business and HR strategy in Organization process reengineering Resources providing to employee

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transformation The business function is depending on HR professionals to conduct tasks and activities to fulfill organization human resource needs and requirements. The HR will help to perform and identify various tasks in relation to positive maintaining of employee relations. The function includes providing employee communications. It will be including activities and tasks as per role and responsibilities that HR professionals will be performing, which is to enable effective HRM.

The HR professional will designing and analyzing work and it is during the time when there is selection and recruitment. They will be planning and delivering training and development, which will include management of performance with supervisors or managers. Moreover, the major tasks will be compensation and benefits to maintain good relations with the employee.

The enforcement of laws and regulations by the HR professionals and it is for employees and managers will comply. They will plan and implement personnel policies as guidelines for employees and managers or organization as a whole. Nowadays, HR professionals are working based on strategic management to support strategy and integrate HR functions with it (Fallon, F. L., and McConnell, C. R., 2007).

4) Line Managers Roles and Responsibilities

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In HRM, line managers are playing important roles and responsibilities. The below table shows line management roles, responsibilities, and it is with differentiation of HRM and personnel management (Christensen, R., 2006):

Roles & Responsibilities HRM Leadership and Transformational management role Managers specialism Communication forms Standardization form leadership Specialists in

Personnel Management Translation leadership business Specialists in personnel Indirect communication High parity

and line managers Direct communication Low parity

The line managers are playing vital roles and this is in terms of enacting and implementing HR laws, regulations and personnel policies. They are supporting and helping in effective implementation of HRM practices. Due to this reason, the employees are having positive relationship with the line managers that are resulting in satisfaction rate and they will be showing loyalty and commitment.

Line management in HR practices will be playing strong and major roles that will be ensuring employees structuring along with overseeing actually when they are performing their jobs (Armstrong, M., 2006). HR professionals will be clearly defining and detailing line managers roles that they will be playing for rewarding and training employees. Line managers will be contributing towards viewing rewarding work of employees and learning with the implementation and motivation by training, development and learning. This will be proving good performance outcomes from

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employees. Therefore, line managers will be providing coaching at work for employees.

During people management, line managers will be making differences with HRM practices. This will be including employee engagement, coaching and guidance, training and development, performance appraisal, work-life balance, etc. (Blyton, P., and Turnbull, P., 1992).

Section 3)

CONCLUSION

There is difference in HRM and personnel management. Some of the organizations implement blend of it or part of part it in separate forms. Individuals pursuing career in these fields should have clear understanding about the differences between HRM and personnel management. The traditional form of human resource practice is personnel management and most of the contemporary practices are in HRM. There are historical developments during the changes in personnel management and HRM.

HR professionals and practitioners are working hard to make accomplishments in line with business overall. This is by managing different roles, responsibilities, tasks and activities in HRM or HR department.

Lines managers are playing different roles and responsibilities in personnel management and HRM. There are changes in HRM practices and this led to

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changes in line managers roles and responsibilities. Moreover, in personnel management, there was no much involvement with line managers and HRM it is different because it is about working together and taking part in HRM practices.

The recommendation is organizations should make clear whether they are following traditional or contemporary forms because not all individuals will be aware about personnel management practical forms. Most of the educational institutions are focusing and teaching HR practices based on HRM. There will be less specific knowledge in personnel management from theory to practical form.

Section 4)

BIBLIOGRAPHY

Armstrong, M. A Handbook of Human Resource Management Practice, Kogan Page Series, Armstrong's Handbook of Human Resource Management, Gale Virtual Reference Library. New York: Kogan Page Publishers, 2006.

Armstrong. Strategic Human Resource Management: A Guide to Action. New York: Kogan Page Publishers, 2000.

Blyton, P., and Turnbull, P. Reassessing Human Resource Management. New York: SAGE Publications, 1992.

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Bratton, J., and Gold, J. Human Resource Management: Theory and Practice. New York: Routledge, 2001.

Brumfitt, K., Barnes, S., Norris, L., and Jones, J. Human Resources: Volume 4 of Vocational Business. New York: Nelson Thornes, 2001.

Christensen, R. Roadmap to Strategic HR: Turning a Great Idea into a Business Reality. New York: AMACOM Division American Management Association, 2006.

Corie. The Human Resource Function and Emerging Firms. 2003. Southern Illinois University. December 10, 2009.

<http://wed.siu.edu/Public1/courses/469/WED-469%20Powerpoint %20Slides/hall_manual/chapter_2.ppt>.

Fallon, F. L., and McConnell, C. R. Human Resource Management in Health Care: Principles and Practice. New York: Jones & Bartlett Publishers, 2007.

Jackson, S. E., Schuler, R. S., and Werner, S. Managing Human Resources. New York: Cengage Learning, 2008.

McGraw-Hill Education. Chapter One Managing Human Resources. 2002. Tennessee's Fastest Growing University. December 10, 2009.

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<http://www.apsu.edu/Business/faculty/bakerrl/3210_resourcemgmt/Chap001. ppt>.

Storey. New Perspectives on Human Resource Management. New York: Cengage Learning EMEA, 1989.

Stredwick, J. An Introduction to Human Resource Management. New York: Elsevier, 2000.

Ulrich, D. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. New York: Harvard Business Press, 1997.

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