Human resource management and traditional personnel administration compared to the characteristics of - Baidu

(1) modern human resource management and traditional personnel management produced by the different background of the times. Traditional personnel management was born with the emergence and development of social industrialization. At the beginning of the 20th century, personnel management began to appear, and experienced the development process from simple to complex. In the early stage of the development of social industrialization, the management of people was essentially no different from the management of material resources. In quite a long period of time, although the social economy continues to develop, science and technology continues to progress, the basic function and role of personnel management has not changed much, only in the division of labor than the original more fine, organization, implementation is more rigorous. Human resource management is in the rapid development of social industrialization, the high degree of scientific and technological development, the growing spirit of humanism, competition and cooperation to strengthen, especially the social economy has made a qualitative leap in the historical conditions of the emergence and development. It is generally believed that human resource management began to emerge after the 1970s. By the traditional personnel management into modern human resource management, this change in the understanding of people and material resources is: people are no longer a subsidiary of material resources, or, people are considered to be different from the material of a special resource, in the human capital theory, some scholars advocate that the owners of human capital by virtue of its property rights to obtain the enterprise's share of residual profits, but also based on the special nature of human resources This is because human resources have subjective initiative. In short, the social, economic, scientific and technological development of different conditions determine the traditional personnel management and modern human resource management of the important difference.

(2) Modern human resource management and traditional personnel management of human understanding is different. Personnel management regards human labor as a kind of consumption or cost in the process of organizational production. In other words, the cost of production includes the material cost, but also includes the human cost. This understanding seems to be very reasonable, but this understanding is the simple equivalent of people to material resources, that is, there is no difference between people and material resources in the concept. Therefore, the traditional personnel management is mainly concerned with how to reduce labor costs, the correct selection of people, improve the efficiency of personnel use and productivity, to avoid the increase in labor costs. Modern human resource management regards people as "human capital", which can create higher value through effective management and development, and can bring long-term benefits to the organization, i.e. human capital is the capital that can add value. The fundamental difference between this understanding and the traditional personnel management of the understanding of people is that: the traditional personnel management of people as a passive adaptation to the production of a factor; modern human resource management as a proactive transformation of the material world, to promote the development of production, the creation of material and spiritual wealth and value of the active capital, which can be value-added.

(3) The basic functions of modern human resource management and traditional personnel management are different. Traditional personnel management functions are basically specific transactional work, such as recruitment, selection, appraisal, personnel mobility, compensation, welfare benefits, personnel records and other aspects of management, the implementation of personnel rules and regulations. In general, the traditional personnel management functions are specific, technical affairs management functions. Modern human resource management functions are quite different, it is a more complex social systems engineering. Modern human resource management has both strategic management functions, such as planning, control, forecasting, long-term development, performance management, training strategy, etc.; and technical management functions, such as selection, assessment and evaluation, salary management, personnel mobility management and so on. In general, the functions of modern human resource management has a strong systematic, strategic and time remoteness, its management vision is much broader than the traditional personnel management.

(4) modern human resource management and traditional personnel management in the organization of the status of the essential difference. Traditional personnel management due to its content of affairs and tactical limitations, in the organization is difficult to involve the overall situation, strategic issues, and therefore often will be treated as no specific professional and technical expertise, pure service work, the former president of the company has said that the personnel manager is often regarded as a smile, good temper and good people, their work is to organize some activities for everyone and seek some benefits. Modern human resource management is more strategic, systematic and futuristic, which has transformed from administrative transactional employee control work to a series of process-oriented management processes including planning, development, motivation and appraisal around human resources oriented to the organizational strategy with the purpose of improving the competitiveness of the organization. Modern human resource management from pure business management, technical management activities in the framework of detached, according to the organization's strategic objectives and the corresponding formulation of human resources planning and strategy, become the organization's strategic and strategic management of the content of decisive significance. The main feature of this transformation is: the head of the human resources department appeared in the organization's senior leadership, and someone as the organization's top leaders.