DIFFERENCE BETWEEN PERSONNEL MANAGEMENT AND HUMAN RESOURCE MANAGEMENT

The main difference are as:
Personnel management covers the following matters such as :selection, training, appraisal develops and make provision of wages.
           Whereas HRM is integrated into the role of line managers, with a strong, proactive stance and bias towards business. Personnel management has a history of placing emphasis on bureacratic control often in a reactive sense, i.e. control of manpower and personnel systems. To be fair it has had to respond to various bouts of employment legislation over the years and has been forced to develop adeptness in the design and use of administrative systems catering for statutory and non-statutory matters.
             Some of this process was positive in a societal sense; for example' the efforts against unfair discrimination based on sex or ethnic origin. Other acts also had an effect on practice. For example, the Equal Pay Act (1970) (amended 1983) led to a growth in job would be uniformly rewarded. However, some would argue that personnel management represented a highly compartmentalised system, with thinking to match.
              HRM makes a determined efforts to be a more integrative mechanism in bringing people issues into line with business issues, with a pronounced problem- seeking and problem-solving orientation, and a determination to build collaborative organisational systems where employee development features prominently. The typical concern here is offering good leadership and vision, with a commited to creating and sustaining strong culture is one in which there are clear organisational values and approaches which are held by all the members of the organisation.
                Growing importance of HRM is a danger to the existence of personnel management the future for the personnel manager, referred to in the literature as the 'deviant innovator' (Legge,1978), certainly does not look bleak. This type of personnel specialist, through unorthodox in some of his or her ideas, is a thinker, displays impressive professionalism and commands the respect of the line managers with whom he or she interacts. These creative thinking skills are what is required if organisation are to be flexible and adaptive in the context of frequent and ongoing change in the business environment.
                 Human resource management is also concerned with these issues, but in addition stresses the primacy of business needs. Other points of departure are that HRM embraces indiviual flexibility and congruency between indiviual and organisational goals, whereas personnel management is concerned with systems applied to indiviuals and collectivism.