In addition, human resource management is the management of human resources within the organization. However, in recent years, due to the development of organizational forms, especially the emergence of virtual organizations, organizational boundaries have become blurred, and human resources that used to be considered outside the organization have also been brought into the internal management of the organization, expanding the objects of human resource management. For example, Motorola trains and manages its suppliers and agents.
The way we manage people is based on some kind of "human nature" assumption, which is especially correct for human resource management. These assumptions constitute the philosophy of human resource management. The difference between "PersonnelManagement" and "HumanResourceManagement" is actually only a philosophical difference.
Personnel management is based on the assumption of "complex people", assuming that people have different needs in different situations, and motivating people according to these needs. Based on a brand-new "value person" hypothesis, human resource management breaks through the traditional Maslow's hierarchy of needs theory, and holds that everyone has the desire and pursuit of self-development, self-realization, progress and development, even if their physiological, safety, social and respect needs are not fully met, which is true today with the popularization of higher education, the general improvement of population quality and the coming knowledge economy, especially in multinational companies with high-level talents. Of course, under the same external material conditions, there are great individual differences in the need to realize self-worth, but people who have a strong desire for self-realization play a decisive role in the survival and development of the company. This assumption makes enterprises put the goal of human resource management on improving the quality of work and life of employees and meeting the needs of employees' growth and self-realization.
In personnel management, the enterprise's view of people is limited to manpower as a cost, and the goal is to save when using it; Human resource management regards people as exploitable and profitable resources that are developed and controlled. Cost is what you have to pay to achieve your goal. "Capital is the value that can bring surplus value". In this way, human resource management will aim at realizing and developing the unity of individuals and organizations, and focus on the development of human resources. Although there are trainings in personnel management, these trainings will also bring development to employees, but from the perspective of enterprises, these trainings are only the costs that have to be paid to meet the needs of work. Human resource development training is an active training, which aims to improve the quality and ability of employees and improve their work performance.
Because business owners regard people as costs in personnel management, in their view, employees' income is exactly what they lose, but in their eyes, this is just a simple zero-sum game, so the labor-capital relationship is tense, and the personnel department often falls into the trap of labor disputes and is forced to ease the labor-capital relationship through services, security, employee participation and other means. In human resource management, people are regarded as exploitable and profitable resources, and enterprises will actively establish the relationship of mutual trust, full participation and cooperation, which is a win-win game.
Organizationally, the former personnel department is just one of many departments in the organization, and its function is only a part of the whole personnel management. Administration, production and other departments have undertaken the corresponding work. In human resource management, human resource management, as an idea, runs through all levels of the enterprise and establishes integrated functions within the organization. The human resources department is playing an increasingly important role in enterprises. The main object of personnel management is management, and the operating layer in the enterprise is still regarded as the managed labor force, which not only hurts their enthusiasm, but also makes it difficult to coordinate the relationship between the two sides. In human resource management, which regards employees as resources, the development of such resources is not limited to management. The human resource management aiming at the common development of individuals and enterprises will be extended to all aspects of labor relations. The purpose of performance appraisal in personnel management is to find out the current situation of employees' performance, and take it as a powerful basis for reward, punishment and promotion, so employees have resistance and fear of performance appraisal. The purpose of performance evaluation in human resource management is to obtain the information of employees' performance and find the gap with current and future requirements. Excellent employees will get material rewards and promotion encouragement, and poor employees will get training opportunities to lay the foundation for future career development. All employees will benefit from it, and performance appraisal has become a powerful means of active communication between employees and enterprises.
In the past, the work of the personnel department was passive and routine, and the problems of attendance and salary payment were settled. However, from the perspective of resource development, employee career development and enterprise development, human resource management pays forward-looking attention to the changes in the internal and external environment of the organization, such as technology update and employee mentality, and carries out challenging development according to the needs of organizational development. In short, personnel management and human resource management are all ideological innovations, and their differences are not only formal, but essential.