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Evolution of human resources management – Essay

by Smriti Chand Business

Since the 1980s the nature of Personnel Management is undergoing change and personnel function is shifting the locus of its focus. Amongst personnel specialists, the term, ‘Personnel Management’ is being substituted by that of ‘Human Resources Management’.

It is felt that Personnel Management is being directed mainly at company employees and is not being completely identified with managerial needs.

Personnel men have all along been mediating in between the management and the employees communicating the needs of each to the other. To maintain credibility with employees mediating personnel men have to look after their welfare.

At the same time to justify their existence with management, they must show to their managers, a concern for the efficiency of labour utilisation as well as ensure that staff interests are always subservient to those of organisational effectiveness.

Human Resources Management, by contrast, is directed mainly towards managerial needs for people resources in organisations, with greater emphasis being placed on planning, monitoring and control rather than on problem solving and mediation.

Whereas traditional Personnel largamente is committed to the idea that employees’ needs should be looked after, since employees are effective only when their needs are satisfied, Human Resources Management reflects a different set of beliefs.

These are that deploying of human resources in correct numbers with the right skills at the right price is more important than a patronizing involvement with people’s personal affairs.

HRM (Human Resources Management) is significantly different from Personnel Management. HRM is proactive rather than reactive, is system- wide rather than piecemeal, treats labour as social capital rather than as a variable cost, is

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