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Essay / Research Paper Abstract
This 14 page paper looks at the concepts of traditional personnel management and human resource management. The paper considers the differences between the two models and discusses the way this may impact on firms, the way they manage their employees and the potential influence on outputs. The theoretical discussion uses real examples to illustrate points raised. The bibliography cites 10 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEpershrm.rtf
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Unformatted sample text from the term paper:
assets like any other which need to be managed in order to leverage value. This is a view which can be aligned to models such as scientific management and based
on economic man models. Alternative approaches see employees in a different way, they are still resources or assets of the company, but are unlike others, requiring careful management I order
to motivate. This is a model of human resource management which is more aligned to the human relations school of thought. A number of theorists, such as McGregor, have
argued that employees and managers will respond differently to the various approaches. Therefore, different approaches to employee management are likely to result in a range of influences and divergent outcomes.
In order to consider this it is necessary to look at the differences between the two approaches and consider how and why they impact on the people within the organizations.
When we look at personnel management we may argue that during the 1980s there was an increased emphasis on personnel management; it was at this time
it was claimed there was as split between human resource management (HRM) and personnel management. The role of personnel management has been long established, and therefore has a longer history
that HRM but it should be noted that there are some large cross overs as well as some differences (Porter and Bigley, 1995). Personnel managers have
been recognised since the 1890s in the USA when a personnel office was opened by NCR (Price, 2001). However, this was not the beginning of the role, but a defining
point where we can start the examination. The managers were seen as working within a unitarist tradition (Price, 2001). If we look at other countries, such
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