, and problem solvers. Specialised human resource expertise is also important.Particularly now in combination with business knowledge and perspective. In flexible organisations, problem solving and consulting skills are vital in guiding and supporting adoption of new management practices. Managers would like human resource staff to work closely with them to help solve their people – related problems as efficiently and promptly as possible, allowing them to give more attention to other concerns. While managers may best understand their own people they increasingly seek help in handling people problems. As human resource staff becomes more capable and effective, managers seek to work with them as partners. (Management Concept & Practices) The Difference Between Personal And Human Resource Management The term “personal management” is still used in many organisations in many companies. But Human Resource Management is now used to an increasing extent this is in recognition of the vital role human resources play in an organisation. Conceptually, Human Resource Management is different from Personal Management in that it is an explicit strategy to use the Human Resources of a firm to gain a competitive and comparative advantage. The conceptual differences between Personal and Human resource Management: 1. Human Resource Management is strategic there should be a good fit between Human Resource practice and business strategy and contradiction should be avoided. 2. Human Resource Management conceptualises the various elements of the organisation’s approach to managing people as set of integrated activities. 3. Human Resource Management involves a conceptual shift away from regarding employees as a cost to be managed towards and asset to be nurtured and developed The main areas of difference between Human Resource Management and tradition Personal, therefore, lie in the emphasis given to strategic fit and integration in Human Resource Management, and the emphasis on managing the culture of the organisation in line with the espoused values of “developmental humanism” other differences relate to the fact that | Human Resource Management is aimed very much at managers as well as employees, where as personal was often seen as something that managers did to workers, and that, because of its centrality to strategy, Human Resource Management should be delivered where ever possible by line managers and should be part of the strategic decision making apparatus of an organisation. Human Resource Management has become more influential in company decision-making, yet has declined as a separate department with in the organisation as HR tasks and decision have been devolved to line managers. Many leading edge HR practitioners now see themselves more in an internal consultancy capacity assisting line managers to devise and implement more sophisticated ways of managing people rather than implementing and managing those systems themselves.. Human Resource Management strategy should be formulated and supported from the most senior levels of the organisation. Human Resource Managers Responsibilities: Human Resource managers can play several responsibilities in an organisation. The more roles is does play, the more likely it will be effective in improving the companies productivity, enhancing the quality of work life in the organisation, complying with all the necessary laws and regulations related the human resources utilisation. 1. Line Function: Although the Human Resource Department may delegate much of the implementation of Human Resource Managers it is still responsible for seeing that activities are implemented fairly and consistently First the Human Resource Manager Performs a line function by directing the activities of the people in his or her own department and in services areas In other words, He o

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