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PM tries to maintain fair terms and conditions of employment, whilst efficiently managing day-to-day, personnel activities at the operational level. Heavily based on administrative tasks; It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM are identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include:-

* Conducting job analysis, recruiting and selecting and handling promotion internally.

* Training based on legal requirements of Health and Safety procedures, risk assessment.

* Remuneration: making sure the correct wage/salary is paid at the right time (Cole, 2002).

* Providing benefits and incentives.

* Appraising performance, resolving disputes in the form of grievance and discipline.

* Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences).

* Redundancy: 'administration of and dismissal procedures' (Cole, 2002, p.26)

1.2 Advantages and Disadvantages of Personnel Management

Identifying people as the central function of an organisation which need controlling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously mentioned, personnel managers can identify staffing gaps and assign the 'right number and type of people the organisation needs,' (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be done in certain situations implying that there is transparency and consistency in the way individuals are treated.

The advantages of PM may however also have negative implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with each employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is costly and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the wanting of different things) between workers and management.

2 Shift from Personnel to HRM

In the 20th Century there was a broad discussion whether or not HRM represents 'a fundamental change in people management' or it just 'a phase of PM' (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a business's most important resource and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a next step in PM development caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。