HRM and Personnel Mgt.

Within most large organisations, HRM has taken on much the same role as Personnel Management, but with some additions, particularly in regard to business strategy. However, HRM essentially involves the policies and practices one needs to carry out the human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising (Dessler, 1997; p. 2). This nucleus of responsibility for HRM is

Boxall, P., ‘The Strategic HRM Debate and the Resource-based View of the Firm’, Human Resource Management Journal, 6 (3), pp. 59 - 75.

• personnel management tends to use traditional pay systems; human resource management emphasises the need to manage performance and motivate people by the use of various payment systems which are integrated with the organisations' objectives

Truss, C., Gratton, L., Hope-Hailey, V., McGovern, P., and Stiles, P. (1997), "Soft and hard models of human resource management: a reappraisal", Journal of Management Studies, 34:1, p. 53 - 73.

Guest, D. (1989), "Personnel and HRM: can you tell the difference?", Personnel Management, January, p.48 - 51.

• the personnel approach tends to be tactical in its approach to activities; the focus of human resource management approach is more strategic

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