Similarities and differences between HRM and personnel management
1. Personnel management strategies, like HRM strategies, flow from the business strategy.
2. Personnel management, like HRM, recognizes that line managers are responsible for managing people. The personnel function provides the necessary advice and support services to enable managers to carry out their responsibilities.
3. The values of personnel management and at least the ‘soft’ version of HRM are identical with regard to ‘respect for the individual’, balancing organizational and individual needs, and developing people to achieve their maximum level of competence both for their own satisfaction and to facilitate the achievement of organizational objectives.
4. Both personnel management and HRM recognize that one of their most essential functions is that of matching people to ever-changing organizational requirements – placing and developing the right people in and for the right jobs.
5. The same range of selection, competence analysis, performance management, training, management development and reward management techniques are used both in HRM and in personnel management.
6. Personnel management, like the ‘soft’ version of HRM, attaches importance to the processes of communication and participation within an employee relations system.
1. HRM places more emphasis on strategic fit and integration.
2. HRM is based on a management-and business-orientated philosophy.
3. HRM attaches more importance to the management of culture and the achievement of commitment (mutuality).
4. HRM places greater emphasis on the role of line managers as the implementers of HR policies.
5. HRM is a holistic approach concerned with the total interests of the business – the interests of the members of the organization are recognized but subordinated to those of the enterprise.
6. HR specialists are expected to be business partners rather than personnel administrators.