As Armstrong mentioned in his book “The key to improved business performance”; it can be argued that the similarities between Personnel Management and HRM are:
• Personnel management strategies, like HRM strategies, flow from the business strategy.
• Personnel management, like HRM, recognizes that line managers are responsible for managing people .The personnel function provide the necessary advice and support services to enable managers to carry out their responsibilities.
• The values of Personnel Management and at least the “soft “version of HRM are identical with regard to “respect for the individual”, balancing organizational and individual needs, and developing people to achieve their maximum level of competence ,both for their own satisfaction and to facilitate the achievement of organizational objectives.
• Both Personnel Management and HRM recognize that one of their most essential processes matches people to ever-changing organizational requirements- placing and developing the right people in and for right jobs.
• The same range of selection, competence analysis, performance management, training management development and reword management techniques are used in both HRM and Personnel Management.
• The soft version of HRM (the Harvard model), like Personnel Management, attaches importance to the processes of communication and participation within an employee relation system.
• Personnel management strategies, like HRM strategies, flow from the business strategy.
• Personnel management, like HRM, recognizes that line managers are responsible for managing people .The personnel function provide the necessary advice and support services to enable managers to carry out their responsibilities.
• The values of Personnel Management and at least the “soft “version of HRM are identical with regard to “respect for the individual”, balancing organizational and individual needs, and developing people to achieve their maximum level of competence ,both for their own satisfaction and to facilitate the achievement of organizational objectives.
• Both Personnel Management and HRM recognize that one of their most essential processes matches people to ever-changing organizational requirements- placing and developing the right people in and for right jobs.
• The same range of selection, competence analysis, performance management, training management development and reword management techniques are used in both HRM and Personnel Management.
• The soft version of HRM (the Harvard model), like Personnel Management, attaches importance to the processes of communication and participation within an employee relation system.
