The difference between personnel management and human resource management

The difference between personnel management and human resource management is 1. Different management methods.

Traditional personnel management is material-oriented, focusing on organization and personnel deployment, overemphasizing people's adaptation to work, and management activities are limited to matching people with materials. At the same time, it also ignores that people can be exploited as a resource, and employees often engage in transactional operations, which is not conducive to the potential ability of developers. Modern human resource management regards people as the primary asset of enterprises, respects personality, gives full play to individual potential and creativity, and pays attention to meeting individual self-realization needs, which is a high embodiment of enterprise core values and the source of ensuring enterprise competitive advantage.

2. Different strategic positions in the enterprise.

The personnel management department is just a business department or office of an enterprise, and the human resource management department is an important part of the enterprise's business strategy. As the subject of new knowledge, new technology, new thinking and new ideas, human beings have become the special capital of enterprises. Therefore, human resource management has become the most important business strategy core of enterprises.

3. Different human resource management concepts.

Traditional personnel management regards manpower as cost, while modern human resource management regards manpower as resource. Under the current accounting system, the investment in personnel, such as salary, bonus, welfare, recruitment fee and training fee, is recorded in the product cost, which strictly controls the investment in manpower, limits the enthusiasm and work performance of employees, makes employees unwilling to exert their full potential, hinders the improvement of production technology and the reduction of material cost, and increases the product cost. Modern human resources think that human resources are resources, not only natural resources, but also capital resources. Contrary to the law of diminishing marginal returns of material capital, human capital embodies the law of increasing marginal returns, that is, with the increase of human capital accumulation, the rate of return of human capital will increase, not decrease. It can be said that the rate of return of enterprises on human knowledge, ability and health care is far higher than all other forms of investment.

4. The emphasis of management is different.

Personnel management is mainly the supplement and on-the-job training of existing personnel (posts), while human resource management is the best way to seek long-term development of enterprises and pursue input and output. People-oriented management is sometimes another management level that technology, capital and other management means cannot achieve, and it is recognized by managers by reflecting the reasonable satisfaction of people's needs. This kind of scientific and ingenious management may be able to "put the right person in the right position" and create the cumulative performance of "taking ten as a hundred and hundreds as thousands" by activating employees.

5. Different management concepts.

The guiding ideology of traditional personnel management is the external, isolated and static management of human beings, while modern personnel management emphasizes the internal, holistic and dynamic management of human beings from the perspective of system theory, and attaches great importance to the relevance, purpose and development of human management. In the vertical management of the whole process of employees, the traditional personnel management artificially separates the interrelated stages of employee recruitment, training, use, transfer, termination and retirement, and manages them in isolation, resulting in the disconnection of the above stages. Horizontally, the traditional personnel management divides interrelated people into various departments, and each department manages them from its own jurisdiction, which makes it difficult to give full play to the overall advantages of personnel. Modern human resource management overcomes the above disadvantages, organically links recruitment, training, use, transfer, promotion and retirement, overcomes the limitations of departmental division, and unifies the whole process management of all personnel as a whole.

6. Differences in organizational performance evaluation.

Organizationally, the 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.

Personnel management is the first stage of the development of human resource management (sometimes called "human resource management" in a broad sense), and it is the general name of a series of management work related to personnel planning, organization, command, coordination, information and control. Personnel management is the product of the planned economy stage.

Under the guidance of economics and humanism, human resource management effectively utilizes relevant human resources inside and outside the organization through management forms such as recruitment, selection, training and salary, so as to meet the current and future development needs of the organization, ensure the realization of organizational goals and maximize the development of members. It is the whole process of predicting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, evaluating performance, paying salaries and effectively encouraging, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance. Human resource management is divided into six modules: personnel recruitment and training management, post design and training, salary management, performance management, labor relations management and human resource planning.

The difference between human resource management and human resource management is a kind of consciousness with different names. The latter is used to saying this, such as personnel work. The former is the mainstream name now, mainly because of studying western management.

The difference and definition between personnel management and human resource management. I have the qualification of a third-level human resources manager, and your question is rather vague. I'll try my best to talk and see if I can help you.

A good human resource manager (microcosmic) not only manages the existing personnel, but also selects and cultivates new people. (Macroscopically) we should have a clear understanding of the company's strategic layout, and make special reserves and talent selection for the company's future development.

Personnel management is a step of human resources. But if your major is human resources, I suggest you don't go to a small company, otherwise it will really become administration.

You can ask me if you don't understand anything.

The difference between human resource management and traditional personnel management The so-called traditional personnel is mainly transactional work, such as recruitment, relationship transfer and file management. On the other hand, human resource management is divided into six modules except recruitment, salary and file management on the basis of the original traditional personnel, but it focuses more on the development of human resources and business partnership, taking people as a resource and running through the whole movement process of human resources, with the development of its potential as the core, including human resources prediction and planning, work analysis and design, human resources maintenance and cost accounting. The selection, use, rational allocation and use of personnel also include intellectual development, education and training, mobilizing people's work enthusiasm, improving people's scientific and cultural quality and ideological and moral consciousness, and so on.

What's the difference between personnel management and human resource management? Human resource management refers to the reasonable training, organization and deployment of human resources by using modern scientific methods and combining certain financial and material resources, so that human resources, financial and material resources can always maintain the best proportion, and at the same time, people's thoughts, psychology and behavior can be properly induced, controlled and coordinated, so as to give full play to people's subjective initiative, make people give full play to their talents and get the right people, thus realizing organizational goals and the value of human resources.

Administrative management is a management activity that uses state power to manage social affairs. It can also refer to the administrative affairs management of all enterprises and institutions. The administrative management system is an organizational system. It is an important subsystem of social system. With the development of society, the objects of administrative management are increasingly extensive, including economic construction, cultural education, municipal construction, social order, public health and environmental protection. Modern administrative management uses the ideas and methods of system engineering to reduce the expenditure and waste of manpower, material resources, financial resources and time, and improve the effect and efficiency of administrative management.

Personnel administration is the institutionalized and legal management of public administrators by national personnel agencies through various personnel management means in order to achieve administrative and social goals.

The difference between human resource management and personnel management is not only the difference in appellation, but also represents the different characteristics of human management in different historical stages. It is a historical necessity to shift from personnel management to human resource management.

The difference between human resource management and personnel management is:

(1) management perspective.

Personnel management regards manpower as cost, while human resource management regards manpower as resource.

(2) the nature of the work.

Personnel work belongs to the category of administrative management, mainly some transactional work, and the personnel department is responsible for implementing the decisions of the leaders. Human resource management includes strategic work and transactional work, and absorbing and developing human resources has become the top priority of human resource management.

(3) the focus of management.

Personnel management takes things as the core, emphasizing "determining people by things and determining people by things", and whether the work task is completed is the starting point of all management activities. Human resource management, on the other hand, is people-centered and pays attention to the suitability of personnel.

(4) Requirements for managers.

People who undertake personnel management work are usually personnel professionals. Human resource management requires employees to be versatile. He should not only understand personnel work, but also understand all aspects of business management.

The development from traditional personnel management to modern human resource management, on the one hand, shows that the scope of human resource management has expanded, on the other hand, it also shows that the understanding of human resource management has improved.

What's the difference between human resource management and personnel management? The difference between human resource management and personnel management;

1, different management perspectives. Traditional personnel management regards manpower as cost, while human resource management regards manpower as resource. From the perspective of cost, management activities must pursue the reduction of personnel and the saving of labor costs. From the perspective of resources, management activities will attach importance to the development and utilization of human resources.

2. Nature of work. Personnel work belongs to the category of administrative management, mainly some transactional work. The personnel department is responsible for presiding over the leadership decision. Human resource management includes strategic work and transactional work. Absorbing and developing human resources has become the top priority of human resources management. Human resource management department is not only the office of personnel administration, but also the staff officer who leads the formulation and implementation of talent strategy.

3, the focus of management. Personnel management takes things as the core, emphasizing "superior, judging people because of things" Whether the task is completed or not is the starting point of all management activities. Human resource management, on the other hand, is people-centered and pays attention to the suitability of personnel. In some enterprises, in order to retain talents and give full play to their talents, there is even a phenomenon of "setting things up for people". For example, if an R&D personnel proposes an R&D project, the enterprise will provide relevant support for the R&D personnel after proper evaluation.

4. Requirements for management personnel. People who undertake personnel management work are usually personnel professionals. Human resource management requires employees to be versatile. He should not only understand personnel work, but also understand all aspects of business management.

On the difference between human resource management and traditional personnel management;

1, different management perspectives. Traditional personnel management regards manpower as cost, while human resource management regards manpower as resource. From the perspective of cost, management activities must pursue the reduction of personnel and the saving of labor costs. From the perspective of resources, management activities will attach importance to the development and utilization of human resources.

2. Nature of work. Personnel work belongs to the category of administrative management, mainly some transactional work. The personnel department is responsible for presiding over the leadership decision. Human resource management includes strategic work and transactional work. Absorbing and developing human resources has become the top priority of human resources management. Human resource management department is not only the office of personnel administration, but also the staff officer who leads the formulation and implementation of talent strategy.

3, the focus of management. Personnel management takes things as the core, emphasizing "superior, judging people because of things" Whether the task is completed or not is the starting point of all management activities. Human resource management, on the other hand, is people-centered and pays attention to the suitability of personnel. In some enterprises, in order to retain talents and give full play to their talents, there is even a phenomenon of "setting things up for people". For example, if an R&D personnel proposes an R&D project, the enterprise will provide relevant support for the R&D personnel after proper evaluation.

4. Requirements for management personnel. People who undertake personnel management work are usually personnel professionals. Human resource management requires employees to be versatile. He should not only understand personnel work, but also understand all aspects of business management.