Alternatively, human resources management follows the unitarist principles with more focus being laid on the groups’ interest (Aswathappa, 2009). The organization’s culture and structures under the human resources management enables the sharing of missions and visions between the workers and the management. These missions and visions are associated to the goals of the organization and help in fulfilling the organization’s and employees mutual interests (Storye, 1992). This implies that the organizations wants are effectively satisfied by the employees whereas the employees’ needs are efficiently satisfied by their organization (Brumfitt et al, 2001).However, under personnel management, the top management of an organization yields utmost power with most of it being centralized (Storye, 1992). The top level managers have absolute power in the process of making decisions with their personnel managers not being allowed to air their views or take part in these processes (Koster, 2007). This impacts the organizations culture and structures since the employees may not have appropriate channels through which they can air their grievances or views regarding the organizations operations (Aswathappa, 2009). The human resources department allows for the decentralization of the control of an organization with power being shared out between the lower and middle level managements. This facilitates the empowerment of employees and the human resource managers within the organization as they play vital roles in making decisions that are shared and collective (Price, 2011). The process is done for the benefit of both the organizations employees and the management (Brumfitt et al, 2001). In other words, the human resource managements focus more on the approaches known as TQM which implies that an organizations management and its employees have shared authority and power (Price, 2011). It facilitates the adoption of the approach known as bottom-up whereby the organizations employees provide feedback to their top managements who in turn offer the support required so that they can meet their mutually agreed objectives or goals (Aswathappa, 2009).Personnel management and human resource management may also differ in terms of the roles of leadership or management under the two and their impacts on an organizations structure and culture according to Storye. According to him, personnel
Aswathappa, K. (2009). Human Resource And Personnel Management, New York: Tata McGraw-Hill Education.
Brumfitt, K., Barnes, S, Norris, L. & Jones, J. (2001). Human Resources, Washington: Nelson Thornes.
Koster, M. (2007). Human Resource Management Versus Personnel Management, New York: GRIN Verlag.
Price, A. (2011). Human Resource Management, London: Cengage Learning.
Storye, J. (1992). Developments In The Management Of Human Resources: An Analytical Review, New York: John Wiley & Sons.
Please type your essay title, choose your document type, enter your email and we send you essay samples