It is possible to use the configuration approach to draw a fairly simplistic distinction between traditional personnel managem
There is requirement for both Traditional Personnel Management (TPM) and Human Resource Management (HRM) within companies to guarantee the best achievable robust involving personnel policies, strategy and operational activities. One can say that the HRM function can play a significant role in attaining organisational stability, interpreting the company policy into personnel policies and then converting those strategies into practical level procedures and guidelines (i.e. differentiating them to suit particular functions) while ensuring that all of the functional levels are well integrated. However, in order for this to happen, human resource management needs to be considered with the whole organisation in mind. It cannot be left to functional managers alone to derive policies that may fit with their departmental task but cause conflict within the organisation. At the same time, however, the policies do need to fit with the functions being performed if they are to be relevant and motivate individual behaviour. It may be difficult to achieve both. (Keenoy, 2006) In this paper few aspects, origin, models, characterstics, differences, implementation and application of HRM and TPM within organisations will be discussed.
High Commitment HRM
Recently, there has been much concentration given to the concept of `high commitment' HRM (Guest 2001). The main concept is that a specific set (or number) of Human Resource practices hold the strength to improve organisational performance for the organisation. Major components of high commitment HRM include 1. Security of Employment and internal labour markets 2. Sophisticated selection along with selective hiring 3.Extensive training, development and learning 4.Worker participation, information sharing and worker voice 5. Team working 6.High compensation contingent on performance 7. Harmonisation.
The human resource management or HRM concentrates at the macro organisational level, ensuring that personnel policies reinforce the organisation's strategy. This can be illustrated by the recent articles on strategic HRM that demonstrate that if an organisation is following a particular strategy, it will choose a particular set of HRM policies for all of its employees. This assumption is extremely questionable. (Wilkinson, 2005) Differences in personnel policies often occur both horizontally and vertically within organizations.
Traditional Personnel Management
Traditional personnel management or TPM is concerned with the degree of fit at the more micro level of subunits or departments within the organization, which shows that traditional personnel management typically try to guarantee that the personnel policies harmonise the organisation's operational activities, without essentially taking into consideration the organisation's policy and the...