The Concept of Personnel Management
Personal management and human resource management (HRM) basically brings very similar meaning. The personnel who work for a company represent that company’s human resource. Human resource management (HRM) department didn’t actually exist until 1940s, the activities performed by these departments were not all brand new but in fact, quite a number of the human resource practices and programs that we see today top derivation in the earlier times. Human resource management (HRM) is historically known as personal management which deals with official system for the management of the people within the organization. Many renowned companies want to achieve the transformation of their workforce into a foundation of completive advantage. HR manager inevitably has concerns for their workers. These concerns consists of how to manage layoffs, address deduction of employee loyalty, generate a well trained highly motivated work force that can deliver HR mangers have many concerns regarding their workers. These concerns include how to mange layoffs, address reduced employee loyalty, generate a well trained highly motivated work force that can deliver higher quality and productivity. Mange and increase diverse workforce and contain health care cost. HRM has been undergoing transformation. In 1970s, the job of the HR manger was to keep their companies out of court and in compliance with the increasing number of regulations governing the work place. In the 1980s HR mangers had to address staffing costs related to mergers and acquisitions and downsizing. The economic issues related to an increasingly global and completive workplace characterize the 1990s. Beside these concerns Firms are also facing some other challenges regarding workforce before we take up the HR challenges that face managers, we need to define manager and say a word about where human resources fit into the organization. Managers are people who are in charge of others and are responsible for the timely and correct execution of actions that promote their units' successful performance. B. History of Personnel Management
A group of people becomes an organization when they cooperate with each other to achieve common goals. Communication among them is therefore important. But people have individual motivations, which often differ, from the corporate goals. An effective organization is one which succeeds in getting people to accept that cooperating to achieve organizational goals also helps them to achieve their own goals provided they are adequately rewarded through extrinsic and intrinsic rewards. This is achieved primarily through leadership and motivation.
Employers therefore increasingly view human resource management from a strategic perspective, and as an appropriate means through which the chasm between organizational and individual goals can be narrowed. As it has been aptly observed:
"Part of the problem is that we have split off human resource management from the general management problem, as if there were some other kind of management other than human resource management. As long as organizations are based upon the coordinated action of two or more people, management is by definition human resource management.
Despite the proliferation of writings and studies on HRM, there is a wide gap between the rhetoric and the reality, though the gap has been narrowing in the 1990s. There is as yet inadequate research to ascertain the extent to which practice matches corporate policy statements, and the impact of HRM policies and practices
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on employee behavior and morale. To have a major impact on enterprises, HRM has to be diffused across an economy, rather than remain islands of excellence. Nevertheless, promoting excellent models of HRM stimulates interest in better people management.
HRM has three basic goals, which contribute to achieving management objectives. The...