Human Resource Management

Table of Contents

Human Resource Management.................................................................2

Traditional vs Modern Human Resource Management....................2

Definitional Comparison....................................................................................3

Comparison in terms of Scope, Approach, Nature and Application..................3

Conclusion......................................................................................................... 5

References........................................................................................................ 6

Page 1

Human Resource Management

“The management of people in an organization from a macro perspective”

It is defined as the management of people in the form of a collective relationship between management and employees. This approach focuses on the objectives and outcomes of the Human Resource Management function. What this means is that the HR function in contemporary organizations is concerned with the notions of people enabling, people development and a focus on making the “employment relationship” fulfilling for both the management and employees.

Traditional vs Modern Human Resource Management

The major difference between “Traditional Human Resource Management” and “Modern Human Resource Management” is that; the Traditional Approach is the Personnel Management whereas the Modern Approach is the Human Resource Management toward managing people in an enterprise.

Definitional Comparison

Traditional HRM Modern HRMIt is a predominantly administrative record-keeping function that aims to establish and maintain equitable terms and conditions of employment.

It integrates the traditional personnel management functions to corporate goals and strategies, and performs additional people centered organizational developmental activities.

Comparison in terms of Scope, Approach, Nature and Application

TraditionalHuman Resource

Management

ModernHuman Resource

Management

Scope

1. Narrow Scope

2. It include functional activities such as;- Manpower planning,- Recruitment,- Job analysis,- Job Evaluation,- Payroll Administration,- Performance Appraisals,- Labor Law Compliance,- Training Administration.

Etc.

1. Broader Scope

2. It includes all these activities plus Organizational Developmental activities such as;- Leadership,- Motivation,- Developing Organizational

Culture,- Communication of Shared

Values. Etc.

3. These approaches remains integrated to the company’s core strategy, vision, and seek to optimize the use of human resource for the fulfillment of organizational goals.

4. The strategic and philosophical context of human resource management makes it more purposeful, relevant, and more effective compared to the personnel management (traditional approach).

Approach1. It gives importance to;

- Norms- Customs- Established practices

1. It gives importance;- Values- Mission

2. It concerns itself with establishing:- Rules- Policies- Procedures- ContractsIt strives to monitor and enforce compliance to such regulations, with careful delineation of written contract.

3. Traditional Management holds;- Employee Satisfaction as

the key to keeping Employees Motivated

- Institute Compensation- Bonuses- Rewards- Work Simplification

Initiatives as Possible Motivators

2. It remains impatient with rules and regulations, and tends to relax them based on business needs and exigencies.

3. It aims to go by the spirit of the contract rather than the letter of the contract.

4. HRM philosophy holds;- Improved Performance as the

driver of Employee Satisfaction- Devise strategies such as;

- Work Challenges- Team Work- Creativity to Improve

Motivation

Nature

1. It remains aloof from core organizational activities and functions.

2. It takes an immediate approach to bring changes in corporate goals or strategies.

1. It remains integrated with corporate strategy and takes a proactive approach to align the workforce toward achievement of corporate goals.

2. It has a more comprehensive and proactive performance management system that aims to correct performance rather than make a report card of past performance.

Application

1. It is an independent staff function of an organization, with little involvement from line managers, and no linkage to the organizations core process.

2. It endeavors to reconcile the goals and views of the workforce with management interest by institutional means.

1. It carries out much of the human resource management tasks; it involves the line management and operations staff heavily.

2. It gives greater thrust on dealing with each employee independently and gives more importance to customer-focused developmental activities and facilitating individual employees rather than bargaining or negotiating with trade unions.

Conclusion

Finally, in our discussion, we find that Traditional Human Resource Management lays down rigid job description with many grades and a fixed promotion policy - usually based on seniority and performance appraisal ratings. Whereas Modern Human Resource Management has relatively fewer grades and ranks, with broadly defined job responsibilities providing much scope for applying creativity and initiative, and plenty of career paths, with skills, talent and commitment the key drivers of career advancement.

References

Tripathi, P. C. (2002). Human Resources Development, Sultan Chand & Sons, New Delhi

http://www.brighthub.com/office/project-management/articles/75775.aspx

Gomez, Meija (1998). Human Resource Planning, Pearson Education Canada.

http://www.brighthub.com/office/project-management/articles/75466.aspx

Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. ISBN 0-7494-4631-5.

Legge, Karen (2004). Human Resource Management: Rhetorics and Realities (Anniversary ed.). Basingstoke: Palgrave Macmillan. ISBN 1-403-93600-5.

Tripathi. P. C. (2002). Human Resources Development, Sultan Chand & Sons.

http://voices.yahoo.com/human-resource-management-3604331.html?cat=72