The difference between traditional personnel management and modern human resource management

The difference between modern human resource management and traditional personnel management

Modern human resource management is deeply influenced by economic competition environment, technological development environment, national laws and government policies. As a brand-new and important field of management in recent 20 years, it is far beyond the scope of traditional personnel management. Specifically, there are some differences as follows:

1. The traditional personnel management is characterized by taking "things" as the center, only seeing "things" but not "people", only seeing one side, not seeing the integrity and systematicness of people and things, emphasizing the static control and management of "things", and its management form and purpose is "controlling people"; Modern human resource management takes "people" as the core, emphasizing a dynamic, psychological and conscious adjustment and development. The fundamental starting point of management is "people-oriented", and its management comes down to the systematic optimization of people and things, so that enterprises can achieve the best social and economic benefits.

2. Traditional personnel management regards people as cost and "tool", focusing on input, use and control. Modern human resource management regards people as a kind of "resource" and pays attention to output and development. It is a "tool", you can use it at will, and it is a "resource". Especially when people are regarded as a resource, you must carefully protect it, guide it and develop it. No wonder some scholars put forward to attach importance to human resource management. The management philosophy of 2 1 century is that "only by truly liberating the managed can the managers themselves be finally liberated".

3. Traditional personnel management is a tool used by a functional department alone, which seems to have little to do with other functional departments, but modern human resource management is quite different from this. The personnel department in the organization that implements the function of human resource management has gradually become an important partner of the decision-making department, thus improving the position of the personnel department in decision-making. Human resource management involves every manager of an enterprise, and modern managers should make it clear that they are both enterprise managers and human resource managers of their own departments. The main responsibility of human resource management department is to formulate human resource planning and development policies, pay attention to the development and training of human potential, and train other functional managers or managers to improve their management level and quality. Therefore, every manager of an enterprise should not only achieve the production and sales targets of the enterprise, but also cultivate a team of employees who can work hard to achieve the organizational goals of the enterprise.

The difference between traditional personnel management and human resource management is 10.

1. Different perspectives of management. Traditional personnel management regards human resources as cost, while modern human resources management not only regards human resources as a kind of cost, but also regards human resources as the first resource among the four major resources, which can be added through scientific management.

2. The types of management are different. Traditional personnel management is mostly "reactive management", while modern human resources is "active development management".

3. The emphasis of management is different. Traditional personnel management only emphasizes the cooperation between people and things, while modern human resource management pays more attention to the harmony and coordination of interpersonal relationships, especially the coordination between labor relations and professional and technical personnel.

4. Different levels of management. Traditional personnel management is generally at the executive level, while modern human resource management is generally at the decision-making level, and the functions of personnel activities are diversified.

5. The emphasis of management is different. The traditional personnel management focuses on things and is forced to fall into a subordinate position in the management system. The focus of modern human resource management is people-centered, which truly embodies the core position of people in management.

6. The breadth of management is different. Traditional personnel management only pays attention to managing one's own personnel, while modern human resource management should not only manage one's own personnel, but also scientifically predict and plan the present and future demand for various human resources.

7. The depth of management is different. Traditional personnel management only pays attention to making good use of employees' explicit ability and giving full play to people's internal ability, while modern human resource management pays attention to developing employees' potential and constantly stimulating employees' work motivation.

8. Different forms of management. Traditional personnel management generally adopts highly specialized individual static management, while modern human resource management adopts flexible and diverse overall dynamic management to create opportunities and environments for employees to display their talents.

9. Different management methods. The traditional personnel management method is mechanical, while the modern human resource management method is flexible and diverse, which widely introduces natural science and engineering technology theory, and is a model of the organic combination of scientific rationality and humanistic spirit in modern management theory.

10. The nature of management departments is different. The traditional personnel management department belongs to non-production and non-benefit department, while the modern human resource management department has gradually become a production benefit department.

As can be seen from the above, human resource management and personnel management are not only different in terms of appellation, but also represent different characteristics in different historical stages in the management of people. It is a historical necessity to shift from personnel management to human resource management.

Differences and relations between traditional personnel management and human resources

：

To put it simply, human resource management is the whole process of forecasting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, performance appraisal, salary payment and effective incentives, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance. It is the concrete application of people-oriented thought in the organization. Human resource management is the inheritance and development of personnel management, which has similar functions to personnel management, but there are qualitative differences in form, content and effect due to the change of guiding ideology. In addition, human resource management is the management of human resources within the organization. However, in recent years, due to the development of organizational forms, especially the emergence of virtual organizations, organizational boundaries have become blurred, and human resources that used to be considered outside the organization have also been brought into the internal management of the organization, expanding the objects of human resource management. For example, Motorola trains and manages its suppliers and agents.

The way we manage people is based on some kind of "human nature" assumption, which is especially correct for human resource management. These assumptions constitute the philosophy of human resource management. The difference between "PersonnelManagement" and "HumanResourceManagement" is actually only a philosophical difference.

Personnel management is based on the assumption of "complex people", assuming that people have different needs in different situations, and motivating people according to these needs. Based on a brand-new "value person" hypothesis, human resource management breaks through the traditional Maslow's hierarchy of needs theory, and holds that everyone has the desire and pursuit of self-development, self-realization, progress and development, even if their physiological, safety, social and respect needs are not fully met, which is true today with the popularization of higher education, the general improvement of population quality and the coming knowledge economy, especially in multinational companies with high-level talents. Of course, under the same external material conditions, there are great individual differences in the need to realize self-worth, but people who have a strong desire for self-realization play a decisive role in the survival and development of the company. This assumption makes enterprises put the goal of human resource management on improving the quality of work and life of employees and meeting the needs of employees' growth and self-realization.

In personnel management, the enterprise's view of people is limited to manpower as a cost, and the goal is to save when using it; Human resource management regards people as exploitable and profitable resources that are developed and controlled. Cost is what you have to pay to achieve your goal. "Capital is the value that can bring surplus value". In this way, human resource management will aim at realizing and developing the unity of individuals and organizations, and focus on the development of human resources. Although there are trainings in personnel management, these trainings will also bring development to employees, but from the perspective of enterprises, these trainings are only the costs that have to be paid to meet the needs of work. Human resource development training is an active training, which aims to improve the quality and ability of employees and improve their work performance.

Because business owners regard people as costs in personnel management, in their view, the income of employees is exactly what they lose. In their eyes, this is just a simple zero-sum game, so labor relations are tense and personnel departments often fall into the trap of labor disputes. They are forced to ease labor relations through services, safety and employee participation. In human resource management, people are regarded as exploitable and profitable resources, and enterprises will actively establish the relationship of mutual trust, full participation and cooperation, which is a win-win game.

Organizationally, the former personnel department is just one of many departments in the organization, and its function is only a part of the whole personnel management. Administration, production and other departments have undertaken the corresponding work. In human resource management, human resource management, as an idea, runs through all levels of the enterprise and establishes integrated functions within the organization. The human resources department is playing an increasingly important role in enterprises. The main object of personnel management is management, and the operating layer in the enterprise is still regarded as the managed labor force, which not only hurts their enthusiasm, but also makes it difficult to coordinate the relationship between the two sides. In human resource management, which regards employees as resources, the development of such resources is not limited to management. The human resource management aiming at the common development of individuals and enterprises will be extended to all aspects of labor relations. The purpose of performance appraisal in personnel management is to find out the current situation of employees' performance, and take it as a powerful basis for reward, punishment and promotion, so employees have resistance and fear of performance appraisal. The purpose of performance evaluation in human resource management is to obtain the information of employees' performance and find the gap with current and future requirements. Excellent employees will get material rewards and promotion encouragement, and poor employees will get training opportunities to lay the foundation for future career development. All employees will benefit from it, and performance appraisal has become a powerful means of active communication between employees and enterprises.

In the past, the work of the personnel department was passive and routine, and the problems of attendance and salary payment were settled. However, from the perspective of resource development, employee career development and enterprise development, human resource management pays forward-looking attention to the changes in the internal and external environment of the organization, such as technology update and employee mentality, and carries out challenging development according to the needs of organizational development. In short, personnel management and human resource management are all ideological innovations, and their differences are not only formal, but essential.