HRM Analysis: Personnel Management, Functions, and Frameworks

This report provides a comparative analysis of Personnel Management and Human Resource Management (HRM), highlighting the key differences in their approaches, nature, and focus. It explores the various functions of HRM, categorized into advisory, managerial, and operative functions, emphasizing their importance in recruiting, motivating, and maintaining the workforce. The report also examines the roles and responsibilities of line managers, underscoring their significance in aligning individual and organizational goals, managing daily operations, and implementing HR policies. Furthermore, it discusses the impact of regulatory frameworks on HRM, emphasizing the importance of legal compliance, equal treatment, and employee welfare, ultimately contributing to a more satisfied and efficient workforce. The report concludes by referencing key academic sources that support the analysis.

HUMAN RESOURCE
MANAGEMENT

1. Comparison between Personnel Management and
Human Resource Management
The confusion always arises that both the term
personnel management (PM) and human resource
management (HRM) are the synonyms. But there are
some differences between these two terms. The
differences are as follows:

Cont.
Basis Personnel Management Human Resource
Management
Meaning This is the traditional system
of managing people in the
organization.
This considers as the modern
approach for managing people
and their strengths.
Nature This term is pluralist in nature. This is unitarist in nature.
Key relations The main focus is on
management of labour.
The focus point is customer.
Level of trust The trust level low not so
high.
The trust level is very high.

Perspective of planning The perspective of manager
for planning is reactive.
The manager believes in
integrated and proactive
perspective for planning.
Role of management Transactional role has
adopted.
Management focuses on
transformational role.
Basis for Job design For designing job division of
labour is to be done.
First consider the teams then
design the job accordingly.
Reward system The rewards are based on
achieving set targets or
standards.
Here the overall performance
is to be evaluated and not
restrict up-to the set targets, at
the time of rewarding.

2. Functions of Human Resource
Management
The human resource manager is highly concerned
for the recruiting, motivating, developing, and
maintaining workforce. He is also responsible for
maintaining positive and healthy environment in
an organization. There are various functions
undertaken by the HR manager. These can be
classified into three categories:

Cont.
Advisory functions – The HR department is expert
in handling and managing human resources.
Therefore, they are able to give advice on the
issues related to human resource. This function
includes advice to the top management and advice
to the different departmental heads.

Cont.
Managerial functions – All the functions of management are to be considered for human
resource. This includes human resource planning, organizing,, directing and its
controlling. These are the foremost areas in which HR manager must be concentrated for
the better performance of the entire organisation. The effective and optimum utilization of
this resource is lead to the business unit at the higher level.
Operative functions – The main functions are to be included in the operational level.
These are also called as roles of HR department in an organisation. This involves
recruitment & selection process, job design & analysis, performance appraisal,
compensation and benefits administration, employee relation and welfare.

3. Roles and responsibilities of Line
managers
The direct manager in an organisation is known as Line manager. He plays a crucial role in managing
the operational activities done by the employees. Only the person is responsible for matching the
individual goals with the organisational goals.
Roles of Line managers
Line manager plays different roles in an organisation for maintaining the systematic working
environment. He deals with the conflicts arise among employees or workers. His work is to convert
the plans into actions through the employees and also take care about their welfare. He manages the
daily routine operations and verify that whether they went right or wrong. His role is to implement
the HR policies in the whole organisation as well.

Responsibilities of Line managers
The various responsibilities are undertaken by the line managers for achieving
the objectives of the organisation. This includes employees engagement,
performance appraisal, maintain discipline, rewarding system. The manager is
also responsible for the above mentioned roles. This shows the working
performance of the employees are going good or not. And the working
environment of the organisation is energetic and positive. Maintaining high
morale among employee is depend on the treatment of line manager.

4. Impact of Regulatory frameworks
on HRM
The requirement legality in an organisation for the welfare of employees. So that
there is no discrimination among them and treated equally. There are different
laws have been made like Equal pay act 1970, National minimum wage ate act
1998, Employment rights act 1996, Equality act 2010 etc. Any employee or the
person who is working in an organisation can avail help from these laws in case
of any happening with them. The organisation has to comply with all the legal
requirements in concern with the human resource. There should be no partiality
on the grounds of gender, caste, region etc.

Cont.
This also covers the pregnancy and maternity related issues for the working
women. The sexual harassment cases are to be considered under regulatory
framework. An employee should be judged on the basis of his abilities, attitude,
performance and behaviour. The impact of regulatory frameworks on the
department of HRM is that they treat all the employees equally of the same
platform. This is also beneficial for the organisation because if their employees
are satisfied then they work more effectively and efficiently. And in the same
way the overall motive of the organisation can be achieved.

References
Armstrong, M. and Baron, A., (2002) Strategic HRM: the key to improved business performance - Developing practice, London:
Chartered Institute of Personnel and Development.
Bryman, A. and Bell, E., (2011) Business Research Methods. 3rd ed. Oxford University Press: New York.
Campbell, V. and Hirsh, W. (2014) Talent management: a four-step approach, Brighton: Institute for Employment Studies
Cooper, D.R. and Schindler, P.S., (2006) Business Research Methods. 9th ed. New York: Tata McGraw-Hill Education
Hill, C.W.L. and Jones, G.R., (2010) Strategic management, 10th edition, Ohio: Cengage

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