Академический Документы
Профессиональный Документы
Культура Документы
1st Assignment
SEPTEMBER 9, 2013
AAMIR SHAHZAD [Company address]
5) Both the terms refer to the one and the same function of the management and that is managing the people at work. However, Human Resource Management is mainly focused on best utilizing the man power by understanding their strength and weaknesses and engaging them in different occupations so that their productivity can be increased. Therefore, training and development and employee engagements are part of it. Personnel Management, on the other hand, is mainly concerned with maintaining good employee- employer relationship and activities connected with it. Therefore, Personnel Management mainly works around Industrial/ Employee/ Labor Relations and activities connected with grievance handling, negotiations, enforcement of labor statute, looking after welfare of employees and so on. Dimensions Beliefs and assumptions 1. Contract 2. Rules 3. Guide to management action 4. Behavior referent 5. Managerial task with labor 6. Nature of relations 7. Conflict Strategic aspects 8. Key relations 9. Initiatives 10. Corporate plan 11. Speed of decision Line management 12. Management role 13. Key managers 14. Communication 15. Standardization 16. Prized management skills Key levers 17. Selection 18. Pay 19. Conditions 20. Labor-management 21. Thrust of relations with stewards 22. Job categories and grades 23. Communication 24. Job design 25. Conflict handling 26. Training and development 27. Foci of attention for interventions Personnel and IR Beliefs and assumptions Careful delineation of written contracts Importance of devising clear rules/mutually Procedures Norms/custom and practice Monitoring Pluralist Institutionalized Strategic aspects Labor management Piecemeal Marginal Slow Line management Transactional Personnel/ IR specialists Indirect High (e.g. 'parity' an issue) Negotiation Key levers Separate, marginal task Job evaluation (fixed grades) Separately negotiated Collective bargaining contracts Regularized through facilities and training Many Restricted flow Division of labor Reach temporary truces Controlled access to courses Personnel procedures HRM Beliefs and assumptions Aim to go beyond contract 'Can-do' outlook; Impatience with 'rule' Business-need' Values/mission Nurturing Unitarist De-emphasized Strategic aspects Customer Integrated Central Fast Line management Transformational leadership General/business/line managers Direct Low (e.g. 'parity' not seen as relevant) Facilitation Key levers Integrated, key task Performance-related Harmonization Towards individual contracts Marginalized (with exception of some bargaining for change models) Few Increased flow Teamwork Manage climate and culture Learning companies Wide ranging cultural, structural and personnel strategies