What is personal management, and how HRM both compares with and differs from personel management?

Till 1930s, it was not felt necessary to have a separate discipline of management called "Personnel Management". In fact, this job was assigned as part of the factory manager. Adam Smith's concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to "procure, process and peddle (sell or get rid of)" labour as one of the resources. The first time when such a specialist “person” was used; it was to maintain a "buffer" between employer and employee to meet the "legitimate need" of employees. However, it is the employer who decided what “legitimate need” of his employees is. In fact, the specialist "person" was more needed to prevent "unionisation" of employees. This was the case before 1930s all over the

Dimensions

Personnel Management

Human Resource Management

Employment contract

Careful delineation of written contracts

Aim to go beyond contract

Rules

Importance of devising clear rules

Can do, outlook, impatience with rule

Guide to management action

Procedures

Business need

Behavior referent

Norms/customs and practices

Values/mission

Managerial task vis-a vis labor

Monitoring

Nurturing

Key relations

Labor management

Customer

Initiatives

Piecemeal

Integrated

Speed of decision

Slow

Fast

Management role

Transactional

Transformational leadership

Communication

Indirect

Direct

Prized management skills

Negotiation

Facilitation

Selection

Separate, marginal task

Integrated, key task

Pay

Job evaluation (fixed grades)

Performance related

Conditions

Separately negotiated

Harmonization

Labor management

Collective-bargaining contracts

Individual contracts

Job categories and grades

Many

Few

Job design

Division of labor

Team work

Conflict handling

Reach temporary truce

Manage climate and culture

Training and development

Controlled access to courses

Learning companies

Focus of attention for interventions

Personnel procedures

Wide-ranging cultural, structural and personnel strategies

Respect for employees

Labor is treated as a tool

which is expendable and replaceable

People are treated as assets to be used for the benefit of an organization, its employees and the society as a whole

Shared interests

Interests of the organization are upper most

Mutuality of Interest

Evolution

Precedes HRM

Latest in the evolution of the subject