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analysis and that, ultimately, 'there is no common agreement on what Human Resource Management actually means.'

According to Heery and Noon, there are a few definitions which they feel capture the complication and dynamism of Human Resource Management:

It is seen as simply being another name for personnel management and there is nothing distinct or special about it.

A convenient shorthand term that allows for the grouping together of a whole series of sub-disciplines that are broadly concerned with people management: such as employee relations, industrial/labor relations, personnel management and organizational behavior.

Used as a map to help guide to understand the concept and ideas associated with the management of people.

Set of professional practices suggests that there are a range of personnel practices that can be integrated to ensure a professional approach to managing people.

A method of ensuring internal fit again sees the need to co-ordinate approaches to people management, also with other areas of the organization.

A method of ensuring external fit where the activities have to be fully integrated with the demands of the external environment.

A competitive advantage where by an organization can gain competitive advantage, a view best captured by the cliché of 'our people are our greatest asset'.

A market-driven approach is that decisions will often be market driven and the needs of the business determine the manner in which employees are treated.

Manipulative device sees it as inherently exploitative and manipulative.

However, Personnel Management is defined as an administrative discipline of hiring and developing employees so that they become more valuable to the organization. Personnel management includes conducting job analysis, planning personnel needs, recruitment, selection, orienting, training, managing wages and salaries, providing benefits and incentives, appraising performances, resolving disputes and communicating with all employees at all levels.

There is not much of a difference between the two as it was said that the newer alternative term Human Resource Management has been used rather than Personnel Management, reflecting the increased importance of this function in labor-intensive, service-sector industries. Here are the similarities between Human Resource Management and Personnel Management:

Planning employees' needs

In charge of the recruitment and the selection of staff

In charge of the orientation and training of staff

Manage employees' wages and salaries

Assess employees (appraisal)

Motivate and have constantly communication with employees

Provide benefits and incentives for employees

In addition, according to Armstrong (1992) there are similarities between the Human Resource Management and Personnel Management that has been summarized below:

Both of their strategies result from the business strategy

Both need line managers in order to manage people

One of their basic process is to put the right people into the right jobs

Both they use almost the same techniques such as rewarding, training, appraisal, etc.

Personnel Management prefers the '