Le développement personnel - développement du management

INTRODUCTION

Human resource term was first defined by Bakke in 1996 but it became a full-fledged form in the 1980's in America. Ever since Hrm term came into being the debate has been raging about whether HRM has evolved from PM or is it different from PM. While some authors (Storey 1999, Keenoy, 1990 have supported the revolutionary nature of HRM, others have completely denied any significance HRM has over PM.

So is HRM a complete transformation of PM or just a 'wolf in sheep's clothing?’)Armstrong 1987). In this report through literature review the various theories of pm and hrm by various authors and will critically analyse and discuss whether HRm is different from PM or not and eventually come to a conclusion on this debate about PM and HRM

LITERATURE REVIEW

1. PERSONNEL MANAGEMENT

Definitions

Institute of Personnel Management has defined Personnel Management as ‘the effective use and development of people’s skills, knowledge and experience to achieve the goals of the organisation.’

The Personnel Standards Lead Body (1993) has defined nersonnel Management's purpose as being to ''enable management to enhance the individual and collective contributions of people to the short and long-term success of the enterprise''.

According to Scarpello, V and Ledvinka,J(1991) ‘Personnel management simply meant getting along with your workers through a mixture of common sense and leadership ability.’

Torrington & Hall (1998:12) cited in Personnel Practice Malcolm Martin and Tricia Jackson (2002) 3rd edition described Personnel Management as ‘workforce-centred, directed mainly at the organisation’s employees; finding and training them, arranging for them to be paid, explaining management’s expectations, justifying management’s actions, satisfying employees work-related needs, dealing with their problems and seeking to modify action that could produce unwelcome employee response…Although indisputably a management function, personnel is never totally identified with management interests as it becomes ineffective when not able to understand and articulate the aspirations and views of the workforce.’

EVOLUTION OF PERSONNEL MANAGEMENT

Berridge (1992) suggested that personnel management evolved in the UK in a very haphazard, uneven and unplanned way due to various environmental factors in industry, business and society.

Tyson, S, York, A (1989) have described six stages which lead to the development of Personnel Management.

• Personnel department is involved in making policies with the top management of the organisation to plan and develop personnel programs, to carry out certain personnel service activities (such as analysing jobs, interviewing and testing job applicants) and to insure that all activities are performed effectively in the organisation.

• Constructive and sound management of an enterprise’s human resource is crucial to effective organizational performance (Dale S. Beach 1980).

• Manager fulfils needs of the employees by providing environment which enables them to work effectively eventually achieving goals of the organisation.

• Dale Beech said that the basic belief of traditional management is ‘that the authority of the employer is supreme, the authority is synonymous with power, and that authority comes from the top and is transmitted down through the organisation structure.’

• Line managers used to exercise control over the employees. His job used to be to supervise the employees closely and make sure they follow orders received from the top boss.

• Line-managers used to be production-centred, not people-oriented (Dale Beach) (1980).

• Achieving production targets, minimising costs and ensuring quality of the products used to be the job of the supervisor.

• Emphasis was on fitting the right person to the right job and not helping individual adapt to the job

• ‘Carrot and the stick policy’

• Employees used to be either hostile towards the management and rebel against it or used to accept the conditions and be happy by achieving economical and security satisfaction.

• Dependency relationship used to exist where employees were treated well in terms of job security, good working conditions and sufficient pay if they followed orders of the top management.

• Personnel management used to perform those job which no one else wanted to do.

• Personnel manager used to have very negligible role in the management decisions in the organisation.

• Personnel as an activity was seen as a necessary but unimportant (part of the organisation).

PERSONNEL DEPARTMENT ROLE

 Processing job applicants.

 Organising recreational activities.

 Putting out the company newsletter

 Conducting surveys on employee morale.

 Explaining payroll deductions and pension rights to the employees.

 Handling

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