Human Resource Management

Table of Contents

Human Resource Management......................................................

Traditional vs Modern Human Resource Management....................

Definitional Comparison...............................................................

Comparison in terms of Scope, Approach, Nature and

Application...................................................................................

Conclusion...................................................................................

References.....................................................................................

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 Human Resource Management
“The management of people in an organization from a
macro perspective”

It is defined as the management of people in the form of a collective relationship between

management and employees. This approach focuses on the objectives and outcomes of the
Human Resource Management function. What this means is that the HR function in
contemporary organizations is concerned with the notions of people enabling, people
development and a focus on making the “employment relationship” fulfilling for both the
management and employees.

Traditional vs Modern Human Resource Management

The major difference between “Traditional Human Resource Management” and “Modern
Human Resource Management” is that; the Traditional Approach is the Personnel
Management whereas the Modern Approach is the Human Resource Management toward
managing people in an enterprise.
Definitional Comparison

Traditional HRM Modern HRM

It is a predominantly administrative
record-keeping function that aims to
establish and maintain equitable terms
and conditions of employment.
It integrates the traditional personnel
management functions to corporate goals and
strategies, and performs additional people
centered organizational developmental
activities.

Comparison in terms of Scope, Approach, Nature and Application

Traditional Modern
Human Resource Management Human Resource Management

1. Narrow Scope 1. Broader Scope

2. It include functional activities such 2. It includes all these activities plus

as; Organizational Developmental activities
- Manpower planning, such as;
- Recruitment, - Leadership,
- Job analysis, - Motivation,
- Job Evaluation, - Developing Organizational Culture,
- Payroll Administration, - Communication of Shared Values.
- Performance Appraisals, Etc.
- Labor Law Compliance,
Scope
- Training Administration. Etc. 3. These approaches remains integrated to
the company’s core strategy, vision, and
seek to optimize the use of human
resource for the fulfillment of
organizational goals.

4. The strategic and philosophical context

of human resource management makes it
more purposeful, relevant, and more
effective compared to the personnel
management (traditional approach).

Approach
1. It gives importance to; 1. It gives importance;
- Norms - Values
- Customs - Mission
- Established practices
 2. It concerns itself with establishing: 2. It remains impatient with rules and
- Rules regulations, and tends to relax them
- Policies based on business needs and exigencies.
- Procedures
- Contracts 3. It aims to go by the spirit of the contract
It strives to monitor and enforce rather than the letter of the contract.
compliance to such regulations,
with careful delineation of written 4. HRM philosophy holds;
contract. - Improved Performance as the driver
of Employee Satisfaction
3. Traditional Management holds; - Devise strategies such as;
- Employee Satisfaction as the - Work Challenges
key to keeping Employees - Team Work
Motivated - Creativity to Improve
- Institute Compensation Motivation
- Bonuses
- Rewards
- Work Simplification Initiatives
as Possible Motivators

1. It remains aloof from core 1. It remains integrated with corporate

organizational activities and strategy and takes a proactive approach
functions. to align the workforce toward
achievement of corporate goals.
2. It takes an immediate approach to
Nature
bring changes in corporate goals or 2. It has a more comprehensive and
strategies. proactive performance management
system that aims to correct performance
rather than make a report card of past
performance.

Application
1. It is an independent staff function of 1. It carries out much of the human
an organization, with little resource management tasks; it involves
involvement from line managers, the line management and operations
and no linkage to the organizations staff heavily.
core process.
2. It gives greater thrust on dealing with
2. It endeavors to reconcile the goals each employee independently and gives
and views of the workforce with more importance to customer-focused
management interest by institutional developmental activities and facilitating
means. individual employees rather than
 bargaining or negotiating with trade
unions.

Conclusion

Finally, in our discussion, we find that Traditional Human Resource Management lays
down rigid job description with many grades and a fixed promotion policy - usually based
on seniority and performance appraisal ratings. Whereas Modern Human Resource
Management has relatively fewer grades and ranks, with broadly defined job
responsibilities providing much scope for applying creativity and initiative, and plenty of
career paths, with skills, talent and commitment the key drivers of career advancement.
References
Tripathi, P. C. (2002). Human Resources Development, Sultan Chand & Sons, New Delhi

http://www.brighthub.com/office/project-management/articles/75775.aspx

Gomez, Meija (1998). Human Resource Planning, Pearson Education Canada.

http://www.brighthub.com/office/project-management/articles/75466.aspx

Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.).
London: Kogan Page. ISBN 0-7494-4631-5.

Legge, Karen (2004). Human Resource Management: Rhetorics and Realities (Anniversary ed.).
Basingstoke: Palgrave Macmillan. ISBN 1-403-93600-5.

Tripathi. P. C. (2002). Human Resources Development, Sultan Chand & Sons.

http://voices.yahoo.com/human-resource-management-3604331.html?cat=72