Human Resource Management

Table of Contents
Table of Contents............................................................................................................................... 1
Human Resource Management......................................................................................................... 2
Traditional vs Modern Human Resource Management......................................................................2
Definitional Comparison.................................................................................................................. 3
Comparison in terms of Scope, pproac!, "ature and pplication................................................3
Conclusion...................................................................................................................................... #
References......................................................................................................................................... $
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
ma!ing 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 %pproach is the &ersonnel Management
whereas the Modern %pproach is the Human Resource Management toward managing people in an
enterprise.
Definitional Comparison
Traditional HRM Modern HRM
It is a predominantly administrative record'
!eeping function that aims to establish and
maintain e(uitable 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
Traditional
Human Resource Management
Modern
Human Resource Management
Scope
1. )arrow *cope
2. It include functional activities such as$
% Manpower planning
% Recruitment
% +ob analysis
% +ob ,valuation
% &ayroll %dministration
% &erformance %ppraisals
% -abor -aw .ompliance
% Training %dministration. ,tc.
1. /roader *cope
2. It includes all these activities plus
0rganizational 1evelopmental activities such
as$
% -eadership
% Motivation
% 1eveloping 0rganizational .ulture
% .ommunication of *hared 2alues. ,tc.
3. These approaches remains integrated to the
company3s core strategy vision and see! to
optimize the use of human resource for the
fulfillment of organizational goals.
4. The strategic and philosophical conte4t of
human resource management ma!es it more
purposeful relevant and more effective
compared to the personnel management
5traditional approach6.
Approach
1. It gives importance to$
% )orms
% .ustoms
% ,stablished practices
2. It concerns itself with establishing7
% Rules
% &olicies
% &rocedures
% .ontracts
It strives to monitor and enforce
compliance to such regulations with
careful delineation of written contract.
1. It gives importance$
% 2alues
% Mission
2. It remains impatient with rules and
regulations and tends to rela4 them based on
business needs and e4igencies.
3. It aims to go by the spirit of the contract
rather than the letter of the contract.
4. HRM philosophy holds$
3. Traditional Management holds$
% ,mployee *atisfaction as the !ey
to !eeping ,mployees Motivated
% Institute .ompensation
% /onuses
% Rewards
% Wor! *implification Initiatives as
&ossible Motivators
% Improved &erformance as the driver of
,mployee *atisfaction
% 1evise strategies such as$
% Wor! .hallenges
% Team Wor!
% .reativity to Improve Motivation
Nature
1. It remains aloof from core
organizational activities and functions.
2. It ta!es an immediate approach to bring
changes in corporate goals or strategies.
1. It remains integrated with corporate strategy
and ta!es a proactive approach to align the
wor!force toward achievement of corporate
goals.
2. It has a more comprehensive and proactive
performance management system that aims
to correct performance rather than ma!e 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 lin!age to
the organizations core process.
2. It endeavors to reconcile the goals and
views of the wor!force with
management interest by institutional
means.
1. It carries out much of the human resource
management tas!s$ 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
8inally in our discussion we find that Traditional Human Resource Management lays down rigid
job description with many grades and a fi4ed promotion policy ' usually based on seniority and
performance appraisal ratings. Whereas Modern Human Resource Management has relatively fewer
grades and ran!s with broadly defined job responsibilities providing much scope for applying
creativity and initiative and plenty of career paths with s!ills talent and commitment the !ey
drivers of career advancement.
References
Tripathi &. .. 59::96. Human Resources 1evelopment *ultan .hand ; *ons )ew 1elhi
http7<<www.brighthub.com<office<project'management<articles<=>==>.asp4
?omez Meija 5@AAB6. Human Resource &lanning &earson ,ducation .anada.
http7<<www.brighthub.com<office<project'management<articles<=>CDD.asp4
%rmstrong Michael 59::D6. % Handboo! of Human Resource Management &ractice 5@:th ed.6.
-ondon7 Eogan &age. I*/) :'=CAC'CDF@'>.
-egge Earen 59::C6. Human Resource Management7 Rhetorics and Realities 5%nniversary ed.6.
/asingsto!e7 &algrave Macmillan. I*/) @'C:F'AFD::'>.
Tripathi. &. .. 59::96. Human Resources 1evelopment *ultan .hand ; *ons.
http7<<voices.yahoo.com<human'resource'management'FD:CFF@.htmlGcatH=9