Q-2

HR Issues in the RecessionYour company's human resources department is as much an advocate for the organization as it is for the employees. The responsibility to serve the interests and needs of both can be challenging, especially during a recession when it could difficult to sustain both the company and its workforce. The HR issues during a recession demand an even greater commitment to achieving stability for the company and assuring employees that they won't endure the harsh effects of a recession.trategyStrategic direction is an ongoing discussion between HR and your company's leadership. During a recession, HR's involvement in developing the company's strategy should be a priority. Workforce planning, compensation structure and employee satisfaction aren't just HR goals -- they're organizational goals because the workforce is your company's most valuable resource. Sustaining your company's operations and its profitability largely depends on employee productivity. The communication between HR and your company's leadership should be candid, frequent and must include communication with employees about the company's direction.Employee CommunicationYour employee turnover during a recession could be minimal simply because companies that aren't recession-proof are closing, which means there are fewer job market opportunities. Leaving a job with a company that is surviving the recession for another one that might not survive could be a bad decision. Therefore, HR's primary job includes communicating with employees about the company's status, what it's doing to be profitable and what it needs the employees to do to ensure the company's survival. This conveys two important messages. It says you care enough about your workforce to keep them informed and you value their contributions in helping the company make it through the recession.Related Reading:HR Staffing IssuesJob SecurityIf you're in a position where you need to hire additional staff, ensure that you're not making any cuts to current employees' wages. That is likely to make employees wonder if their livelihood is a priority or if the company places more value on input from outsiders. Provide training for employees to take on new responsibilities instead of recruiting an external candidate to do the job. Effective crisis management doesn't mean eliminating training for employees, according to The Boston Consulting Group 2009 survey of HR measures. In fact, the joint survey conducted with the European Association for People Management revealed that more than 30 percent of the companies that scaled back training -- individual and special training -- were less effective and demonstrated lower commitment levels during a crisis, such as a recession. Training also conveys the important message that you're investing in your existing staff, training them to work cross-functionally and thereby preparing them for continued employment in case their current jobs are eliminated because of the recession.LayoffsIf HR must lay off workers, establish a communication strategy that gives employees plenty of notice before the actual layoff. Consult the U.S. Department of Labor Worker Adjustment and Retraining Notification Act, WARN, to determine if you meet the criteria for complying with WARN regulations. Ease the blow of unemployment by scheduling the layoff so it doesn't coincide untimely with periods such as the year-end holiday season. HR should offer outplacement services to employees who are forced to seek employment elsewhere. Outplacement services can range from career counseling sessions with experts to resume-writing services or time off from work for interviews.Compensation and BenefitsHR might not be able to guarantee that employees will get year-end bonuses or even a wage increase, but HR can help employees figure out ways to increase their take-home pay. When employees have questions about their wages, tax withholding and liability or the cost of benefits, such as health insurance premiums and retirement savings, ensure the company can provide answers. An HR benefits specialist can guide employees through the decision-making process by advising them to cut back on, say, charitable contributions that are being deducted from their net pay. The benefits specialist also can refer employees to resources for managing their finances, such as an employee-assistance program.Strategic Human Resource Development Improves Performance and Productivity

Strategic human resource developmentplanning ensures that you can achieve your training and employee development objectives.Employee training and development is one of the critical HR responsibilities. Productivity improvement is one of the main objectives.Training, determined by way of a Training Needs Analysis (TNA), is required toequip employees with new skills and provide them with enhanced knowledge having relevance to their jobs.These are in response to various changes and new technological development and ways of doing things, among other reasons.When we say "strategic" we are referring to the effectiveness of the training and development programs in improving the ability of employees to perform their jobs well, thus increasing productivity. The better they perform their jobs the higher the organization's productivity.Continuous strategic human resource development involves a continuous stream of necessary actions tomaintain or enhance people's skills and competency.Have their skills updated on a regular basis.Determine how good your training initiatives are by conductingtraining evaluation.Aim for the improvement of the competencies of HR people, line managers and supervisors and other employees.Competency profiling can help you in doing this.New EmployeesWhen newly-appointed employees report for duty, induct them into your organization.This assists them to quickly identify with your organization, its structure, systems and procedures, and the business that it carries out.This eases them to fit faster into your work environment.But what is work?Executive Development ProgramStrategic human resource development also means identifying and preparing capable employees to take up more responsible positions whether fairly soon or in the near future. Employees so identified are provided with adequate training of the right type.One of the more effective ways that is becoming more popular is to provide coaching sessions. This involves more than just sending people for training.Develop your executives to become effective leaders.Manage the effectiveness of your training programs by ensuring the standard of your training management is always up to expectation.The right leadership qualities of corporate leaders ensure that the various matters relating to effective people development are attended to without fail.All of these is intended tobuild HR capacity.But What is Strategic Human Resource Development?

This means providing your people with training and development programs of various types that are relevant to their respective role, duties and responsibilities.The use of strategy in training and development requires that these are aligned to your organizational needs in orderto achieve its mission and objectives.For example, you provide counter staff with communication and public relations skills. This is in addition to training in the roles that they must play such as promoting products or services.Organizational expansion requires employment of new employees. The same is true in restructuring exercises which can result in the creation of new positions.If you have plans to promote certain people to fill new executive positions, it is reasonable to assume that you have an effective executive development program.This is an essential part of succession planning.It is not enough that employees are required to attendcourses.Willingness and readiness to learn are important conditions for effective learning and thus the effectiveness of training.How Do You Conduct aTraining Needs Analysis (TNA)?Identify the training needs of your people and organization by conducting a training needs analysis organization-wide. You need fairly accurate information for this purpose. Gather the required information through various means such as by conducting interviews and holding focus group discussions. Study the job descriptions for each position. Interview employees to identify the training required for better performance of their respective job. Talk to supervisors and managers on organizational and employees' training needs. Go through the client's charter, if there is one. Refer to the performance appraisal of each employee, studying the assessor's and departmental head's comments on any required training. Check through the contents of your organizational succession plan. Verify whether your organization has any plan to reorganize, to expand its current business activities, go into a joint-venture business, and so onBy conducting training needs analysis, you are performing one of the important steps in strategic human resource development. You ensure that the training that you provide for your employees goes towards improving their productivity and the productivity of your organization.Monitor the employee's performance after the training. If there is no improvement, find the actual reasons and take action accordingly.The employee may have an attitude problem calling for a different course of action.List out the training and development needs under each category in a systematic plan.Competencies ClassificationStrategic human resource development requires proper planning.One of the important actions to do is to classify the training needs of your employees into categories for better management.1. Core competencies are competencies that reflect the core values that your organization has adopted.2. Functional competencies are competencies required by your employees to effectively carry out their day-today duties and responsibilities and the needs of your organization at the various areas of activities3. Behavioral competencies are behaviors that employees must demonstrate in order to improve their performance.Usingcompetenciesis one of the approaches adopted by some organizations.

Click here to see how competency management and your training plan are connected according to David Boggs, CEO of SyberWorks

Post-Training AnalysisIt can happen that we send people for training and forget about it.We train people in order to motivate them and to help them perform better. Specifically, the training is to address the identified training needs.This is an investment in your people and the future of your organization.Monitor their performance for any perceived improvement. Include this procedure in your strategic human resource development guidelines.Use of HRD Software SystemSome organizations use a Human Resource Development Software System in the implementation of a strategic human resource development.If your organization intends to implement an HRD System to enhance the effectiveness of your strategic human resource development system, it is important to remember a number of important matters. The system is not cheap but it is a worthwhile investment provided you choose the right type of software system and a service provider who has a proven track record. The undivided support of your senior management is crucial. This will ensure continued financing. At the same time, all employees will see the seriousness of your organization in performance management matters. Conduct extensive training for all users upon whom your organization depends on for the successful implementation of the system. Awareness by all employees of the importance of the system. Build trust and confidence. Give them access to their own respective data and allow them to submit requests or applications on-line such as claims, training, and so on. Provide adequate training for assessors on every aspect of the performance appraisal process. This must include how to identify the right performance measures and effective communication skills. Senior management must make use of the system. If not, employees will get the wrong signal.Relationship of Training to Performance ManagementWe can see that there is a correlation between strategic performance management and strategic human resource development.By giving the right training and development, we expect improvement in performance by both employees and the enterprise. Revisit training of employees whenever necessary.When there is performance improvement, your organization is well on the road towards higher productivity.Strategic Human Resource Development's Playing FieldVinod Anand's artice "Economic growth and Human Resource Development" in India, reminds us that human resource development has a national - and an international - dimension.He wrote:"... any strategy of Human Resource Development should have a two-fold objective of building skills, and providing productive employment to unutilized or under-utilized manpower.Click here to read this article.

Management of training policies and programs are relevant matters that need looking into. This is not only the concern of organizations but also national governments.This forms part and parcel of strategic human resource development.People, communities, organizations and governments are all concerned with this important issue.Further to this, some organizations divide the HR function into two. Human resource development (HRD) is one. The other is human resource management (HRM).

Q-3

Strategic HRD Practices as Key Factors in Organizational Learning Chien-Chi Tseng Gary N. McLean University of Minnesota Relationships between strategic HRD practices and organizational learning were explored through a literature review. Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine SHRD outcomes in the learning process: organizational missions and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation. Strategic HRD Practices, Organizational Learning, HRD Effective organizations have employees who are committed and make contributions to organizational success. Hale (1991) pointed out that human resource development (HRD) professionals must support organizational learning in order to establish performance expectations, address higher-level problem-solving skills, and account for societal outcomes. Thus, HRD professionals are primarily responsible for creating HRD strategies within a learning culture that fosters continuous employee learning. This indicates that HRD professionals need to adopt a new approach to maximizing organizational effectiveness, one that addresses the real problems of an organization and enables it to achieve learning results (Rothwell, 1996). So what does this new approach look like to enable organizations to achieve learning results and adopt the new approach? By organizing, integrating, and evaluating previously published material identified in a comprehensive literature review, this research identified the relationship between strategic HRD (SHRD) practices and organizational learning. We argue, first, that SHRD has a responsibility to provide strategies, training, and development opportunities to help organizations and their employees to achieve their business goals. Then, we argue that the characteristics of SHRD are important in providing organizational learning. We also believe that SHRD practices have the same responsibilities to influence organizational learning as to provide organizations with the key capabilities to enhance their organizational outcomes related to SHRD practices. Problem Statement The concept of SHRD has been explored by several authors in recent years (Becker, Huselid, & Ulrich, 2001; Ericson, 2006; Garavan, Costine, & Heraty, 1995; Gilley & Eggland, 1989; Gilley & Maycunich, 2000; Grieves, 2003; Harrison, 1997; Lee, 2003; Nadler & Wiggs, 1986). For example, Ericson (2006) stated that to be engaged in SHRD on an ontological level requires an understanding of hermeneutical significance; Lee (2003) argued that HRD practice is about addressing the underlying assumptions of human conditions and influencing human conditions. To almost the same extent, the role of organizational learning or learning organization has been much discussed in the literature (Beer & Eisenstat, 1996; Brinkerhoff & Gill, 1994; Dixon, 1994; Gardiner & Sadler-Smith, 2001; Gmez, Lorente, & Cabrera, 2004; Klimencki & Lassleben, 1998; Sadler-Smith, Spicer, & Chaston, 2001; Williams, 2001). These studies were used to examine how organizational learning helps employees attain performance results that enable them to accomplish their personal goals and objectives. For example, Sadler-Smith, Spicer, & Chaston (2001) stated that organizational learning as the development or acquisition of new knowledge or skills in response to internal or external stimuli that leads to a more or less permanent change in collective behavior, enhancing organizational outcomes. However, there is a need to develop a wholistic perspective of the way in which SHRD practice relates to organizational learning. Although several studies have highlighted the positive effects of certain HR practices on organizational learning, there is a lack of studies that explore SHRD practices broadly and their relation to organizational learning. Although several works have emphasized the effects of certain SHRD practices in organizational learning (Gilley & Maycunich, 2000; Grieves, 2003; Wang & Wang, 2004), there is a lack of a complete conception or model that examines the entire relationship and related outcomes. Therefore, because the outcomes are important for business success, understanding the relations among SHRD Copyright 2007 Chien-Chi Tseng & Gary N. McLean practices, organizational learning, and organizational outcomes would be a valuable contribution. Research Question and the Significance This research clarifies the relationship between SHRD practices, organizational learning, and organizational outcomes by exploring the following four research questions: 1. What are the key factors of SHRD practices in organizational learning? 2. Can strategic HRD practices help to maximize organizational outcomes by embracing organizational learning? 3. What is the relationship between organizational learning and strategic HRD practices? 4. What are the implications of strategic HRD practices for the workplace? HRD professionals need to develop an approach that helps the organization focus on their strategic business goals. Such an approach must focus on organizational learning and the key factors that it influences. In this study, the key factors are SHRD practices (Brinkeerhoff & Gill, 1994). In an organizational learning context, strategy emphasizes the importance and critical nature of employees and organizations in achieving their business goals and organizational effectiveness. To fulfill this objective, SHRD needs to be well organized and planned, as well as integrated into every aspect of the organization. Therefore, the above research questions have demonstrated the significance of this approach. Definitions Definitions are provided below for HRD, SHRD practices, and organizational learning. HRD Several definitions have been provided for human resource development (HRD) during the past few decades (Gilley & Eggland, 1989; Lee, 2003; McCracken & Wallace, 2000; McLean & McLean, 2001; Nadler, 1983; Nadler & Wiggs, 1986; Smith, 1988; Swanson, 1995). There are three areas of professional practice including learning, performance, and change that are generally identified in the definitions of HRD. For example, Swanson (1995) defined HRD as a process of developing and unleashing human expertise through organization development and personal training and development for the purpose of improving performance (p. 207). Nadler (1983) defined HRD as organized learning experiences in a given period of time to bring about the possibility of performance change or general growth for the individual and the organization (p. 1). McLean and McLean (2001) described HRD in a global perspective: Human resource development is any process or activity that, either initially or over the long term, has the potential to developwork-based knowledge, expertise, productivity and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation or, ultimately, the whole of humanity. (p. 322) Most definitions include, at minimum, the need for organizational efforts to result in performance improvement and organization development that enhance the organizations competitiveness and effectiveness SHRD Practices Garavan et al. (1995) contended that HRD is used in many contexts and widely differing activities. Gilley and Eggland (1989) concluded that HRD is an organized learning activity within the organization used to improve performance and personal growth for the purpose of improving the job, the individual, and the organization. The key definition of SHRD used in this article is Garavans (1991): SHRD is the strategic management of training, development, and of management or professional education interventions, so as to achieve the objectives of the organization while at the same time ensuring the full utilization of the knowledge in detail and skills of individual employees. Furthermore, SHRD is extensively concerned with practice. It is broader than other trends, including workforce scorecard, ROI work, and human resource management (HRM). Huselid, Becker, and Beatty (2005) used the term Workforce Scorecard to highlight the focus on the strategic performance of employees rather than the contribution of the HR function to business success. In addition, Glick (2004) argued that ROI is straightforward as a financial ratio, but it can also be accurately adapted to represent the value of employee training or new software investment. Furthermore, Cardy, Gove, and DeMatteo (2000) highlighted job structure changes and a heightened customer orientation as two primary concepts that necessitate adaptation of HRM practices. SHRD, with its focus on proactive change management, can help organizations survive in an increasingly global, unstable, and competitive environment (Grieves, 2003). Several key elements, including critical thinking (Patterson, Crooks, & Lunyk-Child, 2002), evaluation (Torres & Preskill, 2001), strategic hiring and training (Prez Lpez, Pen, & Ords, 2006), participation (Wang & Wang, 2004), and credibility (Ulrich, 1997), serve as a road map for SHRD practice and provide SHRD professionals with a clear path to establish value and performance in their organizations. Garavan (1991) accented the point that the need for integration into business planning is critical for SHRD, as is a contribution to corporate goals and an awareness of mission. Then, he suggested that the support and active participation of top management, as key stakeholders, is vital for the development of SHRD. In addition, he argued that continuous knowledge of the external environment, in terms of opportunities and threats for the business and for HRD, specifically, is vital for SHRD to flourish. The nine SHRD key characteristics suggested by Garavan (1991) are: 1) integration with organizational missions and goals; 2) top management support; 3) environmental scanning; 4) HRD plans and policies; 5) line manager commitment and involvement; 6) existence of complementary HRM activities; 7) expanded trainer role; 8) recognition of culture; and 9) emphasis on evaluation. Organizational Learning Prez Lpez et al. (2006) assumed that organizational learning is a process to improve the development of the organization by means of new initiatives (technological, productive or commercial) (p. 217). This requires a move from simply putting more knowledge into databases to leveraging the many ways that knowledge can migrate into an organization and impact business performance (Cross & Baird, 2000). Tippins and Sohi (2003) considered that organizational learning consists of four dimensions: information acquisition, information dissemination, shared interpretation, and development of organizational memory. Prez Lpez, Pen, and Ords (2006) conceptualized organizational learning in the following dimensions: 1) knowledge acquisition, which, due to its distinctive characteristics, can be subdivided into external and internal knowledge acquisition; 2) distribution, by means of which knowledge is spread among the members of the organization; 3) interpretation, in which individuals share and incorporate aspects of their knowledge that are not common to all of them, thereby achieving shared understanding, as well as coordinating the decision-making; and 4) organizational memory, which tries to store knowledge for future use, either in organizational systems designed for this purpose or in the form of rules, procedures and other systems. Gilley and Maycunich (2000) conceived the learning process as consisting of five phases: First is preparation for learning; in order to ensure that learning is effective, organizations must adequately prepare for the acquisition of new knowledge. Second is information exchange, allowing employees to obtain content necessary to improve their knowledge, skills, or behaviors. The learning environment must support the free exchange of ideas and feelings and allow learners to feel secure and to participate in open two-way communications (Hiemstra, 1991). Third is knowledge acquisition and practice; learning occurs when certain activities cause an individual to transpose information into new awareness that ultimately alters behavior. The new awareness is equal to knowledge acquisition and practice. Fourth is transfer and integration; if the organization fails to assist employees in integrating learning and transferring skills or knowledge on the job, the organization will experience difficulty, and opportunities for change will be lost. The last is accountability and recognition; individuals must be held accountable for their learning and be recognized for their efforts and improvement. Integrating the above definitions from the literature, we conclude that organizational learning is a process of learning in order to acquire knowledge and improve business performance, and it consists of four dimensions: knowledge acquisition, knowledge distribution, interpretation, and organizational memory Research Methods For the literature review, we first identified key words to use in the literature search: HRD, SHRD practice, and organizational learning, as discussed earlier with their definitions. Second, we identified the databases to search; all of the several electronic databases available in the universitys electronic library, including both journal and book sources, were used, as well as Google Scholar and Google. Garavans (1991) paper was used as the foundation of this study, with additional input emerging from the search to provide information on ways in which SHRD has changed since 1991. The literature enhanced our understanding of the nine key factors influencing the framework for SHRD practices in organizational learning. In addition, Gilley and Maycunich (2000) and Prez Lpez, Pen, and Ords (2006) provided the concept of organizational learning transformation used in this study. Thestudy supported the importance of helping employees learn effectively through knowledge acquisition, distribution, interpretation, and organizational memory. McCracken and Wallaces (2000) findings were applied to the discussion of HRD outcomes in this study to combine SHRD inputs, transformations, and HRD outcomes. In addition to this literature, the system model in organizations discussed by Swanson (1996) was used to examine the improvement of SHRD performance in organizational learning.

4-a

Difference Between HRM and Strategic HRMHRM is Human Resources Management which is a strategic approach to themanagementof employees. HRM involves the process of employing people, developing their skills/capacities, and utilizing their services. But today, HRM has come across many changes, and the latest one is the Strategic HRM which is the most powerful idea currently. Strategic HRM can be termed as a branch of HRM.In HRM, traditional methods are followed. Traditional methods means the selection or recruitment process and imparting training. This HRM process did not have any specific rules for different areas like recruitment, training, and utilizing the services. This is what makes the Strategic HRM different from HRM. In Strategic HRM, there are specific rules specified for specialized fields.In HRM, there are no separate people for different areas whereas in Strategic HRM there are different people who are skilled in specific areas. It is not that the same persons will handle recruitment, training, and employee appraisal.As the term itself denotes, Strategic HRM deals with strategic aspects of HRM. Unlike HRM, Strategic HRM mainly focuses on the programs with long-term objectives. Though HRM and Strategic HRM focus on increasing employee productivity, Strategic HRM uses many strategic methods.Unlike the traditional HRM, Strategic HRM uses more sophisticated methods for improving overall employee motivation and productivity. Unlike the traditional HRM, Strategic HRM uses more systematic tools.While the traditional HRM focuses mainly on employee relations, Startegic HRM focuses on partnerships with internal and external customers. When HRM has only short-term goals, Strategic HRM has long-term goals.When considering job design, there is a tight division of labor and independence specialization in HRM. On the other hand, the job division in Strategic HRM is flexible. When HRM has staff specialists, Strategic HRM has line managers.Summary:1. HRM involves the process of employing people, developing their skills/capacities, and utilizing their services. Strategic HRM can be termed as a branch of HRM.2. While traditional HRM focuses mainly on employee relations, Startegic HRM focuses on partnerships with internal and external customers.3. When HRM has only short-term goals, Strategic HRM is for long-term goals.4. When HRM has staff specialists, Strategic HTM has line managers.5. When considering job design, there is a tight division of labor and independence specialization in HRM. On the other hand, job division in Strategic HRM is flexible.

Q-4 bPersonnel Management DefinedPeter works for a company in personnel management.Personnel managementis an administrative function of an organization that exists to provide the personnel needed for organizational activities and to manage the general employee-employer relationship. Let's see how Peter does it.Peter engages in planning and job analysis to determine his organization's current and future labor needs. He recruits employees with knowledge, skills and abilities that the organization needs. Peter and his coworkers will also help develop current employees through employee appraisal and training. He'll help ensure a safe and healthy workplace by making sure the organization complies with all occupational health and safety regulations.He also helps develop a compensation system, including pay and fringe benefits. Peter also helps develop policies that ensure his organization complies with federal and state employment laws. Finally, Peter and the personnel department are often the primary intermediaries between employees and the organization. They manage many aspects of the employee-employer relationship, such as handling employee grievances.Human Resource Management DefinedHelen works in human resource management (HRM). Human resource management also involves the management of people in an organization. The job ofhuman resource managementis to ensure that the organization has the human capital it needs to accomplish its goals. 'Human capital' is a fancy way of describing employees with a certain set of knowledge, skills and abilities that can be used by an organization in a productive way. Let's take a quick look at what Helen and other people in human resource management do.Helen ensures that the company is appropriately staffed, which includes job analysis, planning, recruiting and selection. Helen and her fellow resource managers also develop training and education programs to keep employees up-to-date on the skills and knowledge they need. Human resource management develops compensation plans just like personnel management.Helen also makes sure that the company maintains a safe and healthy work environment. She develops personnel policies that ensure compliance with various employment and labor laws. Employee relations are another key responsibility. If employees have general questions or concerns about the organization, they go to Helen and the human resources department.The Difference?You may be scratching your head at this point and asking yourself just what the heck the difference is between personnel management and human resource management? Both seem to be involved in the exact activities, although some of the terminology might be a little bit different. You may be surprised to find out that some commentators and critics ask the same question.Difference Between Personnel Management And Human Resource Management

Human resource managementis thenew versionofpersonnel management. There is no any watertight difference betweenhuman resource managementandpersonnel management. However, there are some differences in the following matters.

1.Personnel managementis a traditional approach of managing people in the organization.Human resource managementis a modern approach of managing people and their strengths in the organization.

2.Personnel managementfocuses onpersonneladministration, employee welfare and labor relation.Human resource managementfocuses onacquisition,development,motivationand maintenance ofhuman resourcesin the organization.

3.Personnel managementassumes people as a input for achieving desired output.Human resource managementassumes people as an important and valuable resource for achieving desired output.

4.Underpersonnel management,personnelfunction is undertaken for employee's satisfaction. Underhuman resource management, administrative function is undertaken for goal achievement.

5.Underpersonnel management, job design is done on the basis of division of labor. Underhuman resource management, job design function is done on the basis of group work/team work.

6. Underpersonnel management, employees are provided with less training anddevelopmentopportunities. Underhuman resource management, employees are provided with more training anddevelopmentopportunities.

7.Inpersonnel management, decisions are made by the top management as per the rules and regulation of the organization. Inhuman resource management, decisions are made collectively after considering employee's participation, authority, decentralization, competitive environment etc.

8.Personnel managementfocuses on increased production and satisfied employees.Human resource managementfocuses on effectiveness, culture, productivity and employee's participation.

9.Personnel managementis concerned withpersonnelmanager.Human resource managementis concerned with all level of managers from top to bottom.

10.Personnel managementis a routine function.Human resource managementis a strategic function.