DM212 HRDM

1. Pangasinan State University
DM 212 and ME 212 Human
Resource Development &
Management
Module 1 Definition of HRM vs.
Personnel Management
Prof. Josefina B. Bitonio,DPA
Summer 2012

2. Module I
Definition of HRM vs. Personnel
Management
Objectives:
• to Introduce the concept of human resources
management (HRM);
• to learn the various schools of management;
• to review the key names in management theories; and
• to compare and contrast HRM with personnel
management in terms of these features: scope, hours of
work, place of work, types of services/function, goals,
technology, strategies and philosophy

3. HRM
HRM is a broad concept from employee selection,
training and development programs, career
development, promotion, performance review and
union – management interface and other activities.
Peterson and Tracy (1981) emphasized that HRM is an
“emerging dynamic field in terms of both the staff
functional and day-to-day utilization of human
resources throughout the organization”.

4. Stressing the processes involved in managing human
resources in an organization, Concepcion (1988)
explain that -
HRM is an “art and science of acquiring,
motivating, maintaining and developing people in
their jobs in light of their personal, professional
and technical knowledge, skills, potentialities,
needs and values and in synchronization with the
organization philosophy, resources and culture for
the maximum achievement of individuals,
organization and society’s goals”.

5. W. French (1990) refers to HRM as that
which embodies the “philosophy, policies,
procedures, and practices related to the
management at people within the
organization.”

6. It implies
• HRM can be viewed from a process-system perspective. From a
process point of view, the concept includes all those process
affecting and involving all employees o the organization
including human resources planning, job design and
information, staffing, training and development performance
appraisal, compensation, and organization development.
• However, these processes have to be interrelated with each
other through systems. Thus, the study of HRM involves a
network of interrelated processes through systems which have
to be planned, developed, and implemented by all levels of
management and the rank and files. These are directed
towards the achievement of organizational goals and
objectives

7. These processes have to be interrelated with each other through systems. Thus, the study of
HRM involves a network of interrelated processes through systems which have to be planned,
developed, and implemented by all levels of management and the rank and files. These are
directed towards the achievement of organizational goals and objectives

8. GOAL should be “SMARTER” than others:
S – Specific
M – Measurable
A – Achievable
R – Realistic
T – Time-Bound
E – Emotionally Intelligent
R – Resources Specific
Source: Shobhit Tayal:2009 Slideshare

9. Time is something that we can never
take back. Why is time
management so important? Time
never rewinds like videotape. We
can get more money but we
cannot get more time!
• Time is rare.
• Time cannot be stored.
• Time is required for everything.
• Time Management reduces effort.
Source: Shobhit Tayal, Slideshare

10. History of Various Schools of Management
Each perspective of
management grew
out of hospitable
cultural context,
what appear to be a
naïve procedure
may at another
time have been
useful solution to a
perceived problem.
Source: UP ISSI:2006

11. Key Names in Management Theory
Perspective I Perspective II Perspective III
Structural System Information System Human System
1 Weber Roelthlisberger
Taylor
Gilbreth
1940 Blackett Coch and French
Cock and French (Univ of Michigan Group)
Churchman and Ackoff
1950 Woodward March & Simon (Ohio State Group)
McGregor
Argyris, Maier
Herzberg, Likert
1 Etzioni Forrester Vroom
Seiler Emshoff Blake And Mouton
Reddin
Fiedler
1970 Integrated Systems
Approach

12. Perspective I: The Structural Design View of
Management

13. Perspective II: Information flow
1. Operations Research
– mathematically
quantifiable
parameters
(Churchman - 6
phases, and
Forrester’s system
Dynamics - )

14. 2. Output and Input model (Emshoff) Is it blacks, whites
and orientals die
earlier
Input data:
Diet Elderly tend to
Sanitation die before the
Work habits young
Causal and OUTPUT
antecedent factors MODEL
Emshoff states that input –oriented research is needed for behavioral systems
rather than output oriented
The fact that Emshoff and Forrester are concerned with the human variables
clearly manifests that the newer perspective theorists are aware of the human
component.

15. Perspective III: Human Perspective
• Hawthorne Plant of Western Electric Co.
• HAWTHORNE EFFETC (by behavioral scientists: Elton Mayo,
and Fritz Roethlisberger of Harvard Business School
Bright sunlight Darker Full Moon
Levels of Illumination
• A group of female relay assemblers was set apart and observed closely.
Each time the intensity of light was changed, the production rate went up until
it was physically impossible to see.
• The workers knew that the researchers were interested in their performance
but did not really think about the implications of differing level of illuminations

16. Gold fish bowl • Increase performance resulting from
the workers knowledge that they were
being observed with interest, treated
as important and that their inputs
were taken into consideration
• Workers attitudes, morale, group
effects
• People oriented supervisory styles
“nice guys” coming from the HR
training (“warm feeling training”) or
“charm school” consists primarily of
company picnics, getting the wives
together, and company sponsored
athletics

17. • The post World War II studies done at the
University of Michigan and Ohio state
University indicated that “people oriented”
leadership. From this school emanated
human relations training which was designed
to make “nice guys” coming from the HR
training (“warm feeling training”) or “charm
school” consists primarily of company picnics,
getting the wives together, and company
sponsored athletics

18. Organizational and Development School

19. Multi – Dimensional Theorists – Motivation
Theories)

20. Multi – Dimensional Theorists -
A third multi-dimensional theorists is Fred Fiedler.
His leadership style theory, based on over 20
studies, identifies three dimensions:
a. Position power of leader (strong or weak)
b. Leader-member relationships (favorable &
unfavorable)
c. Definition of job ( clearly and vaguely
defined)

21. Finally Lawrence and Lorsch
Certain organizational functions e.g. marketing, production, R &
D should be more or less tied with one another. However,
the relative independence of these operations should vary,
depending on the nature of the industry and environment

22. Multi-dimensional are here to stay.
Coupled with situational approach to
organizational design, leadership styles
and OD appear to be the current
directions for the study of organizations.
Examine each situation to determine
the most appropriate directions allows
much more flexibility in the study and
development of organizations

23. Both
influence
each other
to promote
their needs
and well
being

24. Stressing the processes involved in managing human
resources in an organization, Concepcion (1988)
explain that
HRM is an “art and science of acquiring,
motivating, maintaining and developing people in
their jobs in light of their personal, professional
and technical knowledge, skills, potentialities,
needs and values and in synchronization with the
organization philosophy, resources and culture for
the maximum achievement of individuals,
organization and society’s goals”.

25. Sugiharto, SH.MM (2009) outlined the management of Human Resource
in an Organization
Human Resource Management’s Outline
Acquisition
Development
Motivation
Maintenance
Source: Sugiharto, SH.MM 2009

26. HRM Roles
Administrative
Functions
Source: Sugiharto, SH.MM 2009

27. HRM Activities
Recruitment &
HR Development Staffing
Remuneration Equal Employment
Opportunity
Equal Employment Planning- Analysis of
Opportunity the HR
Employee Relations
Source: Sugiharto, SH.MM 2009

28. Without the active involvement and
participation of the employees, the
organization cannot grow and develop
to meet its goals. All these are critical in
understanding HRM.

29. Personnel
Management
vs.
HRM

30. • HRM differs in terms of perspective
• French (1990) stresses that personnel
management has a strong functional focus in
that it is concerned with the administration
of specific employee-related functions such
as hiring, training, compensation, and
disciplinary action. It does not view these
functions as interrelated

31. • it views all personnel functions as interrelated and
emphasizes a more dynamic, action-oriented perspective of
organization / personnel processes.
• In other words, HRM which combines individual and
organization goal takes on a more developmental, flexible
and participatory stance. Because of its concern for the
growth and development of the individual.
– It provides opportunities and mechanisms for things to
happen. It is proactive in the sense that the involvement
and participation of the employees in all management
processes is harnessed and developed.
– It is innovative in the sense that it does not stop at making
changes and introducing innovations in all personnel
functions to facilitate and promote change and
development for both organization and employees.

32. Comparison Between Personnel Management
and Human Resources Management
FACTORS PERSONNEL HUMAN RESOURCES
MANAGEMENT MANAGEMENT
1. Scope : people mostly rank and file all people working for and
involved with the organization
including the Board, top
management consultants or
resource persons, middle
management, rank and file
2. Hours of work full-time work full-time, part-time, flex time
3.Place of work formal setting: office, formal and informal settings
factory / plant

33. FACTORS PERSONNEL HUMAN RESOURCES
MANAGEMENT MANAGEMENT
4.Types of service few and simple: Varied and complex: job organization
/ function personnel and information: job analysis, job
information, design and job evaluation; acquisition
recruitment and of human resources: human resources
screening social planning, recruitment, screening,
activities, selection and placement, maintenance:
management-labor orientation, motivation, assessment
relationship and evaluation, compensation
administration, movement analysis,
benefits, participation and services
programs, management- labor
relations.
5.Department administrative Separate Human Resources
head or officer-in officer or chief Department manned by human
charge executive officer resources specialist

34. FACTORS PERSONNEL HUMAN RESOURCES
MANAGEMENT MANAGEMENT
6.Department lawyer, records clerk behavioral scientist, social
staff: qualifications science researcher
7.Level reporting lower level of line of higher level of general
managers manager or chief executive
officer
8.Goals accomplishment of accomplishment of
organization goals being organization and individual
emphasized goals
9.Technology mechanistic: reactive, Developmental: proactive,
structural, inflexible, socio-technical orientation,
technical, control oriented flexible, participatory,
and organization-oriented creative and innovative

35. FACTORS PERSONNEL HUMAN RESOURCES
MANAGEMENT MANAGEMENT
10. Strategies Personally subjective Objective and scientific based
based on management’ on individual and organization
needs and values: culture, total systems
compartmentalized approach
approach
11.Philosophy Traditional work Human with emphasis on
orientation with respect for individual and
priorities on organization society’s well-being: people: an
and management investment and a resource
welfare mainly for profit
people: an expense and
a factor or production

36. Summary
• A personnel has a strong functional focus. It is concerned with the
administration of specific employee-related functions such a hiring,
training and disciplinary actions which are not viewed as interrelated.
• Human resources management views all personnel functions as
interrelated and takes an encompassing view. It is development flexible
and participatory in the sense that it is more concerned with the growth
and development of the individual employee; provides more
opportunities and innovations in all personnel functions.

37. Integrating Theory and practices
A number of government agencies do not have
HRM plans and programs based on the needs and
expectations of individual employees. In fact , some
agencies have strategic plans which do not spell out
approaches to the development of human resources
of the organization. Identified strategies have
focused more on achieving the goals of the
organization rather than on attaining both the goals
of the organization and employees. In this regard,
employees are not seen as an investment and a
resource for the organization’s productivity and
efficiency.

38. Reference:
• Perla Legaspi- Human Resource Development
Open University, University of the Philippines 2002
• Wendell French. (1990). Human Resources Management. 2nd
edition, New Jersey: Houghton Mifflin Co., 1990, Chapter 1,
pp.5-25.
• Richard Peterson and lane Tracy. Systematic management of
Human Resources. Massachusetts: Addition-Wesley
Publishing Co., 1981 . Chapter1, pp. 3-18.
• Conception Martires. (1988), Human Resource Management
Principles and Practices. Quezon City Kalayaan Press
Marketing, Inc. Chapter 1, pp. 3-9.
• UP ISSI Managers Course 2006
• Shobhit Tayal et al: 2009 Personal Success Strategies.
Slideshare