The difference and connection between traditional personnel management and human resource

the difference and connection between traditional personnel management and human resources

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In short, human resources management is the whole process of predicting the human resources demand of an organization and making a human demand plan, recruiting and selecting personnel and organizing them effectively, evaluating performance and paying rewards and effectively encouraging them, and developing them effectively in combination with the needs of organizations and individuals in order to achieve the best organizational performance. It is the concrete application of people-oriented thought in organizations. Human resource management is the inheritance and development of personnel management, which has similar functions to personnel management, but due to the change of guiding ideology, there is a qualitative difference between them in form, content and effect. In addition, human resource management is the management of human resources within an organization. However, in recent years, due to the development of organizational forms, especially the emergence of virtual organizations, the organizational boundaries have become blurred, and human resources that used to be considered outside the organization have also been included in 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 about people constitute the philosophy of human resource management. The difference between "PersonnelManagement" and "HumanResourceManagement" is actually just a philosophical difference.

personnel management is based on the assumption of "complex people", assuming that people have different needs in different situations, and motivating them according to these needs. Human resource management is based on a brand-new hypothesis of "value person", which breaks through the traditional Maslow's hierarchy of needs and holds that everyone has the desire and pursuit of self-development, self-realization, progress and development, even though their needs of physiology, safety, socialization and respect have not been fully met, which is tenable 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, there are great individual differences in the need to realize self-worth under the same external material conditions, but those 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 their needs for growth and self-realization.

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

In personnel management, business owners regard people as costs. In their view, employees' income is exactly what they lose. In their eyes, this is just a simple zero-sum game. Therefore, labor relations are tense, and personnel departments are often caught in the trap of labor disputes. They are forced to ease labor relations through services, security, employee participation and other means. In human resource management, people are regarded as exploitable and profitable resources, and enterprises will actively establish a 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, and other departments, such as administration and production, have undertaken 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 role of human resources department in enterprises is becoming more and more important. The main object of personnel management is management, and the operational level in the enterprise is still regarded as labor force for management, which not only hurts their enthusiasm, but also makes it difficult to harmonize the relationship between the two sides. In the human resource management that regards employees as resources, the development of such resources is not limited to the management. The human resource management that aims at the common development of individuals and enterprises will be extended to all aspects of labor relations. The purpose of performance evaluation in personnel management is to find out the current situation of employees' performance, and take it as a powerful basis for reward, reward and punishment, and promotion, so employees are resistant and afraid of performance evaluation. The purpose of performance evaluation in human resource management is to obtain the information of employees' performance status and find the gap with current and future requirements. Employees with excellent performance will be encouraged by material rewards and promotion, while employees with poor performance will be given 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, such as attendance and salary payment, and the problems were settled. However, human resource management paid forward-looking attention to the changes in the internal and external environment of the organization, such as technology update and employee mentality, and carried out challenging development according to the needs of organizational development. In short, from personnel management to human resource management is an ideological innovation, and their differences are not just formal, but essential.