Difference between Human Resources Development & human resources management?

Question

Difference between Human Resources Development & human resources management?

Answer 1

Human Resources Development focuses on "developing" or "training", and buidling up people.....human resources focuses on the "managing" of the people and the business...

Answer 2

Human resources is a term with which many organizations describe the combination of traditionally administrative personnel functions with performance management, Employee Relations and resource planning. The field draws upon concepts developed in Industrial/Organizational Psychology. Human resources has at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues. This article addresses both definitions.

The objective of Human Resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. Human resource management serves these key functions:

Recruitment Strategy Planning

Hiring Processes(recruitment)

Selection

Training and Development

Performance Evaluation and Management

Promotions

Redundancy

Industrial and Employee Relations

Record keeping of all personal data.

Compensation, pensions, bonuses etc in liaison with Payroll

Confidential advice to internal 'customers' in relation to problems at work.

Career development

Now we differenciate between' Human resources development and Human resources management'.

Human resources development:::

In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.

In order to know the business environment in which any organization operates, three major trends should be considered:

Demographics – the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.

Diversity – the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Also, over recent years organizations have had to become more diverse in their employment practices to cope with the lower work ethic of the newer generations. The service industry for example, has embraced those "baby-boomers" desiring to reenter the workforce. Traditional advocates of "workplace diversity" simply advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation, etc. These advocates focus on the social engineering theory without understanding the more important points: diversity of ideas to prevent stagnation of products and business development; expanding the customer base through "outreach"; and profit. Alarmists and advocates of social engineering theory cite a "rise in discrimination, unfair dismissal and sexual/racial harassment cases" as an indicator of the need for more diversity legislation. While such measures have a significant effect on the organization, they effect little or no real change in advancing diversity of ideas in the workplace. Anti-discrimination laws and regulations do require businesses to undertake a cost-benefit analysis. The result of this analysis is often to adopt an approach that generally recognizes gender, racial, and sexual orientation diversity as a cheaper alternative to fighting endless litigation. In summary, diversity, based on social engineering “is about creating a working culture that seeks, respects and values difference” without regard to how diversity increases productive and unity of effort.

Skills and qualifications – as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers will have to compete for employees by offering financial rewards, community investment, etc.

In regard to how individuals respond to the changes in a labour market the following should be understood:

Geographical spread – how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post.

Occupational structure – the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).

Generational difference –different age categories of employees have certain characteristics, for example their behavior and their expectations of the organization.

While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.

Human resources managemant::

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Its features include:

Personnel administration

Personnel management

Manpower management

Industrial management

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:

Answer 3

Simple. Human resource development is the work of a true leader and human resource management is the work of a true administrator. This is the reason I like to be a leader and hate to be an administrator.

Answer 4

Long story short, HR development is mostly about training, while HR management is about keeping track of hours worked, setting up direct deposits, withholding payroll taxes, and other mundane issues.

Answer 5

Human resource management (HRM) :

It is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Features

Its features include:

    * Personnel administration

    * Personnel management

    * Manpower management

    * Industrial management

Human resource development (HRD):

In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an effect on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.