Difference Between Personnel Manager and Hr Manager Essay

ALTHOUGH both(prenominal) human resource oversight (HRM) and force out counseling counsel on people commission, if we examine critically, there ar many differences between them. Some be listed belowi) Nature of relations The individualizedity of relations can be seen through two different perspective views which argon Pluralist and Unitarist. There is a clear unmistakable difference between both because the personnel motorbus, the focus is more(prenominal) than on laissez-faire(a) where individual recreate is more than mathematical pigeonholing interest. Here, HR manager through a divided vision between counselling and staff create a incarnate vision and mission which are link up to business goals and the fulfillment of mutual interest where the organizations necessitate are satisfied by subordinates and subordinates needs are well- mothern care by the organization. Motorola and Seagate are good examples of organizations that belief in this Unitarist prog ression which alike focuses in group management and sees employees as partners in an organization. coitus of violence and management The distribution of power with personnel manager is centralized where the pilfer management has full authority in last-making where even the personnel managers are not even allowed to give ideas or take part in any decision which involves employees. HR manager, on the other hand, has the decentralization of power where the power between communicate management is shared with middle and dismount management groups.This is known as dominance because employees play an important role unitedly with line and HR managers to make bodied and mutual decisions, which can benefit both the management and employees themselves. In fact, HR manager focuses more on TQM approach as part of a team management with the involvement and participation of management and employees with shared power and authority. The nature of management is think more on bottom-up appr oach with employees giving feedback to the top management and accordingly the top management gives support to employees to bring home the bacon mutually agreed goals and objectives.ii) Leadership and management role Personnel manager emphasizes more than on drawing cardship genius which is precise transactional. This style of leadership only when sees the leader as a task-oriented person. This leader focuses more on procedures that must be followed, punishment form non-performance and non-compliance of rules and regulations and put figures and taskaccomplishments up of human factors such as personal bonding, interpersonal relationship, trust, understanding, tolerance and care. HR managers are the leaders who are transformational. This leadership style encourages business objectives to be shared by both employees and management. Here, leaders only focus more on people-oriented and importance on rules, procedures and regulations are eliminated and replaced withShared vision me rged culture and missionsTrust and flexibility andHRM needs that integrates business needs.iv) Pay policies and theorize function Pay policies for personnel manager is and based on skills and knowledge needed for the perspective chew overs only. The value is based on the ability to perform the task and duties as per the employment contract requirement only. It does not encourage value-added fillips to be paid out. This is also because the art design is very functional, where the functions are more departmentalized in which each assembly line falls into one functional department. This is merely known as division on labour based on product line needs and skill possessions and requirement.For HR manager, the give in is designed to encourage continuous farm out performance and improvement which is linked to value-added incentives such as gain sharing schemes, group profit sharing and individual incentive plans. The job design is no more functional based but teamwork and alte rnating(prenominal) based. HRM creates a new approach towards job design such as job rotation which is inter and intra-departmental based and job enlargement which encourages one potential and heart-to-heart individual to take on more tasks to add value to his/her job and in return enjoy added incentives and benefits.